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ITIL® Intermediate : Continual Service Improvement (CSI)

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旺角 2332-6544
觀塘 3563-8425
北角 3580-1893
沙田 2151-9360
屯門 3523-1560
免費重睇: 學員可於享用時期內於報讀地點不限次數地重看課堂錄影,從而可反覆重溫整個課程!
導師解答: 學員可於觀看某一課堂錄影後提出課堂直接相關的問題,課程導師會樂意為學員以單對單的形式解答!
合格保障: 半費重考。開始觀看最後 1 堂之 1 個月內為保障期限。請務必向本中心購買考試券。
課時: 21 小時
享用時期: 7 星期 (可於報讀日至 4 星期內觀看整個課程,另加 3 星期備用時期)。進度由您控制,可快可慢。
課堂錄影導師: Franco (任教課程清單)
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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。 ITIL® Intermediate 是 ITIL® 的中級課程,亦是成為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® Intermediate :Continual Service Improvement值 3 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: 21 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® Intermediate: Continual Service Improvement 學員於第一次考 ITIL® Intermediate : Continual Service Improvement 若不合格,可申請半費重考 ITIL® Intermediate : Continual Service Improvement 一次,但必須符合下列的三項要求:
1. 於 ITIL® Intermediate : Continual Service Improvement 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® Intermediate : Continual Service Improvement 是高級證書。高級證書意即你不能直接考取 ITIL® Intermediate :Continual Service Improvement,而必須首先考取到 ITIL® Foundation v3 或以上,才可考取 ITIL® Intermediate : Continual Service Improvement!

取得合格成績後,就獲頒 ITIL® Intermediate: Continual Service Improvement 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 Service management as a practice
3.1 Services
3.2 Service Providers
3.3 Internal and External Customers
3.3.1 Internal Customers
3.3.2 External Customers
3.3.3 Compare Internal Customers and External Customers
3.4 Users
3.5 Suppliers
3.6 Internal and External Services
3.7 Core, enabling and enhancing services
3.8 Service Management
3.9 IT Service Management
3.10 Stakeholders
3.11 Assets, resources and capabilities
3.12 Processes
3.12.1 Input, process and output of processes
3.13 Functions
3.13.1 Utility and Warranty
3.14 Service Portfolio
3.15 Knowledge management and the SKMS

4 Introduction to continual service improvement (CSI01)
4.1 Purpose and objectives of CSI
4.2 Scope
4.3 Value to business
4.4 Continual service improvement approach
4.4.1 Questions asked by business to ensure CSI is warranted
4.5 Continual service improvement in the ITIL® service lifecycle
4.5.1 Service strategy
4.5.2 Service design
4.5.3 Service transition
4.5.4 Service operation
4.5.5 Continual service improvement
4.5.6 Service lifecycle
4.6 Inputs and outputs to continual service improvement

5 Continual service improvement principles (CSI02)
5.1 Understanding of changes within an organization
5.2 Ownership and accountability
5.3 CSI register and its role in CSI
5.4 Service level management and its role in CSI
5.5 Knowledge management and its role in CSI
5.6 Deming cycle and its role in CSI
5.7 Service measurement
5.7.1 Baseline
5.7.2 Four reasons of measurement
5.7.3 The seven-step improvement process
5.8 IT governance and CSI
5.9 Frameworks, models, standards and quality systems in CSI

6 Continual service improvement process (CSI03)
6.1 The seven-step improvement process
6.1.1 Purpose and objectives
6.1.2 Scope
6.1.3 Value to business
6.1.4 Policies, principles and basic concepts
6.1.4.1 Policies
6.1.4.2 Principles
6.1.4.3 Basic concepts
6.1.5 Process activities, methods and techniques
6.1.5.1 Step 1: Identify the strategy for improvement
6.1.5.2 Step 2: Define what you will measure
6.1.5.3 Step 3: Gather the data
6.1.5.4 Step 4: Process the data
6.1.5.5 Step 5 – Analyse the information and data
6.1.5.6 Step 6 – Present and use the information
6.1.5.7 Step 7 – Implement improvement
6.1.6 Triggers, inputs, outputs and interfaces
6.1.6.1 Triggers
6.1.6.2 Inputs
6.1.6.3 Outputs
6.1.6.4 Interfaces
6.1.7 Role of other processes in gathering and processing data
6.1.7.1 Service level management
6.1.7.2 Availability management and capacity management
6.1.7.3 Event management, incident management and service desk function
6.1.7.4 Information security management
6.1.7.5 Financial management for IT services
6.1.8 Role of other process in analysing the data
6.1.8.1 Service level management
6.1.8.2 Availability management
6.1.8.3 Incident management and service desk
6.1.8.4 Problem management
6.1.8.5 Information security management
6.1.9 Role of other processes in presenting and using information
6.1.9.1 Service level management
6.1.9.2 Availability management and capacity management
6.1.9.3 Incident management and service desk
6.1.9.4 Problem management
6.1.10 Roles of other processes in implementing improvement
6.1.10.1 Change management
6.1.10.2 Service level management

7 Continual service improvement methods and techniques (CSI04)
7.1 Assessments
7.1.1 Introduction to assessments
7.1.2 When to assess?
7.1.3 What to assess?
7.1.4 How to assess?
7.1.5 Advantages and risks of assessments
7.1.5.1 Advantages of assessments
7.1.5.2 Risks of assessments
7.1.6 After assessment
7.1.7 Value VS maturity
7.2 Gap analysis
7.3 Benchmarking
7.3.1 Benchmarking techniques
7.3.2 Cost of benchmarking
7.3.3 Value of benchmarking
7.3.4 Benchmarking as lever and steering instrument
7.3.5 Benchmarking categories
7.3.6 Benefits from benchmarking
7.3.7 Who is going to participate in benchmarking
7.3.8 What to benchmark
7.3.9 Industry norms
7.3.9.1 Process maturity
7.3.9.2 TCO (Total cost of ownership)
7.3.10 Benchmarking approach
7.4 Service measurement
7.4.1 Service measurement framework
7.4.2 Various levels of reports
7.4.3 Service management process measurement
7.4.4 Measurement framework grid
7.5 Metrics
7.5.1 “Position” of metric
7.5.2 CSF and KPI
7.5.2.1 Qualitative KPIs, metrics and measurements
7.5.2.2 Quantitative KPIs, metrics and measurements
7.5.2.3 “Suitable” KPIs
7.5.3 Tension metrics
7.5.4 Goals and metrics
7.5.4.1 From goals to metrics
7.5.4.2 Organizational metrics
7.5.5 Using metric to interpret
7.5.6 Another Use of measurement and metrics
7.5.7 Scorecards and reports
7.5.7.1 Target audiences
7.5.7.2 Scorecards
7.5.7.3 Creating reports
7.5.7.4 Defining targets
7.5.8 Balanced scorecards (BSC)
7.5.8.1 Overall view of balanced scorecards
7.5.8.2 Client perspective
7.5.8.3 Internal processes
7.5.8.4 Learning and growth
7.5.8.5 Financial
7.5.8.6 An example of balanced scorecard
7.5.8.7 The balanced scorecard and feedback
7.5.9 SWOT analysis
7.5.9.1 Purpose of SWOT analysis
7.5.9.2 Scope of SWOT analysis
7.5.9.3 “Traps” of SWOT analysis
7.6 Return On Investment (ROI)
7.6.1 Business case
7.6.2 Expectation of stakeholders
7.6.3 Poor data quality and business cases
7.6.4 What is achieved?
7.7 Service reporting
7.7.1 Rules and policies of reporting (reporting framework)
7.7.2 Appropriate contents for audiences
7.8 CSI and other processes
7.8.1 CSI and availability management
7.8.1.1 CFIA (Component failure impact analysis)
7.8.1.2 FTA (Fault tree analysis)
7.8.1.3 SFA (Service failure analysis)
7.8.1.4 TO (Technical observation)
7.8.1.5 The expanded incident lifecycle
7.8.2 CSI and capacity management
7.8.2.1 Business capacity management
7.8.2.2 Service capacity management
7.8.2.3 Component capacity management
7.8.2.4 Business, service and component capacity management
7.8.2.5 Workload and demand management
7.8.2.6 Capacity management’s iterative activities
7.8.3 CSI and IT service continuity management
7.8.4 CSI and problem management
7.8.5 CSI, change management, release and deployment management
7.8.6 CSI and knowledge management
7.8.6.1 Concepts of knowledge management

8 Organizing for continual service improvement
8.1 Roles in continual service improvement
8.1.1 Generic roles
8.1.1.1 Service owners
8.1.1.2 Process owners
8.1.1.3 Process managers
8.1.1.4 Process practitioners
8.1.2 CSI manager
8.1.3 Roles in the seven-step improvement process
8.1.3.1 Seven-step improvement process owner
8.1.3.2 Seven-step improvement process manager
8.1.4 Other specific roles
8.1.4.1 Reporting analyst
8.2 Skills required for the seven-step improvement process
8.2.1 Step 1: Identify the strategy for improvement
8.2.2 Step 2: Define what you will measure
8.2.3 Step 3: Gather the data
8.2.4 Step 4: Process the data
8.2.5 Step 5: Analyse the information and data
8.2.6 Step 6: Present and use the information
8.2.7 Step 7: Implement improvement
8.3 CSI manager and other roles
8.3.1 Focuses
8.3.2 Responsibilities
8.3.3 Skills, knowledge and competencies
8.4 RACI responsibility model
8.4.1 RACI chart / RACI matrix
8.4.2 RACI principles

9 Technology considerations
9.1 Tools supporting CSI activities
9.1.1 IT service management suites
9.1.1.1 Incidents
9.1.1.2 Problems
9.1.1.3 Changes
9.1.1.4 Configuration data
9.1.1.5 Releases
9.1.1.6 Service level management
9.1.2 Systems and network management
9.1.3 Event management
9.1.4 Automation on incident and problem resolution
9.1.5 Knowledge management
9.1.6 Service catalogue management
9.1.7 Availability and capacity (performance) management
9.1.8 Application monitoring
9.1.9 Software controls (version / configuration / test)
9.1.10 Statistic tools
9.1.11 Information security management
9.1.12 Project management
9.1.12.1 Project
9.1.12.2 Project management
9.1.12.3 Tools assisting in project management
9.1.13 Financial management for IT services
9.1.14 BI (business intelligence)

10 Implementing continual service improvement
10.1 Critical considerations when implementing CSI
10.2 Starting points
10.2.1 The service approach
10.2.2 The lifecycle approach
10.2.3 Functional group approach
10.3 Governance
10.3.1 Driving force from business
10.3.2 Process re-engineering
10.4 Organizational changes
10.4.1 Eight steps to transform your organization
10.4.1.1 Step 1: Create a sense of urgency
10.4.1.2 Step 2: Form a guiding coalition
10.4.1.3 Step 3: Create a vision
10.4.1.4 Step 4: Communication the vision
10.4.1.5 Step 5: Empower others to act the vision
10.4.1.6 Step 6: Plan for and create short-term wins
10.4.1.7 Step 7: Consolidate improvements and produce more change
10.4.1.8 Step 8: Institutionalize the change
10.4.2 Organizational culture
10.4.2.1 Cultural changes
10.5 Communication strategy and plan
10.5.1 Preparing communication plan
10.5.2 Transformation in communication

11 Challenges, critical success factors and risks (CSI08)
11.1 Challenges
11.2 Critical success factors
11.3 Risks

12 Exam preparation (CSI09)
12.1 ITIL Intermediate exam format
12.2 Tips
12.3 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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