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ITIL® Intermediate : Service Strategy (SS)

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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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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。
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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 : Service Strategy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: Service Strategy 學員於第一次考 ITIL® Intermediate : Service Strategy 若不合格,可申請半費重考 ITIL® Intermediate : Service Strategy 一次,但必須符合下列的三項要求:
1. 於 ITIL® Intermediate : Service Strategy 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 : Service Strategy 是高級證書。高級證書意即你不能直接考取 ITIL® Intermediate : Service Strategy,而必須首先考取到 ITIL® Foundation v3 或以上,才可考取 ITIL® Intermediate : Service Strategy!

取得合格成績後,就獲頒 ITIL® Intermediate: Service Strategy 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 service strategy (SS01)
4.1 Purpose and objectives of service strategy
4.2 Scope
4.3 Value to business
4.4 The context of service strategy in relation to other service lifecycles
4.4.1 Service strategy
4.4.2 Service strategy and service design
4.4.3 Service strategy and service transition
4.4.4 Service strategy and service operation
4.4.5 Service strategy and continual service improvement
4.4.6 Service lifecycle

5 Service strategy principles (SS02)
5.1 A basic approach to deciding a strategy
5.2 Strategy and opposing dynamics
5.3 Outperforming competitors
5.4 The four P’s of service strategy
5.5 Service
5.5.1 Service outcomes
5.5.2 Specific costs and risks
5.5.2.1 Internal services and external services
5.5.2.2 Core, enabling and enhancing services
5.6 Service value
5.6.1 Value creation
5.6.2 Customer perception of value
5.6.3 Added and realized value
5.6.4 Value capture
5.7 Utility and warranty
5.7.1 Improved utility
5.7.2 Improved warranty
5.7.3 Improved both utility and warranty
5.7.4 Balance of utility and warranty
5.7.5 Utility communication
5.7.6 Warranty communication
5.7.7 Utility and warranty communication
5.8 Customer assets, service assets and strategic assets
5.8.1 Assets (resources and capabilities)
5.8.2 Assets in business units and service providers (customer assets and service assets)
5.8.2.1 Assets in business units
5.8.2.2 Assets in service providers.
5.8.2.3 Organization of an IT department
5.8.2.4 Relationship between service management and business outcomes
5.8.3 Strategic assets
5.9 Service providers
5.9.1 Type I service provider
5.9.2 Type II service provider
5.9.3 Type III service provider
5.9.4 Type I, type II or type III service provider?
5.9.5 Changes among type I, type II and type III service provider
5.9.6 Incumbency
5.10 Defining services
5.10.1 Identify the market
5.10.2 Identify and understand customers
5.10.3 Define service outcomes
5.10.4 Categorise and visualize services
5.10.5 Identify market spaces and opportunities
5.10.6 Define services in accordance with outcomes
5.10.7 Define service models
5.10.8 Define service packages (service units)
5.10.8.1 Specialized services VS generic services
5.10.8.2 Cloud services
5.10.8.3 Service segmentation
5.11 Strategies for customer satisfaction
5.11.1 Kano model
5.11.1.1 Basic factors
5.11.1.2 Performance factors
5.11.1.3 Excitement factors
5.11.1.4 Kano evaluation table
5.12 Service economics
5.12.1 Service economics of internal and external service providers
5.12.2 Areas of service economics
5.12.3 Return on investment (ROI)
5.12.3.1 Business case
5.12.3.2 Pre-programme ROI
5.12.3.3 Pre-programme ROI – NPV (Net present value)
5.12.3.4 Pre-programme ROI – IRR (Internal rate of return)
5.12.3.5 Post-programme ROI
5.12.4 BIA (Business impact analysis)
5.13 Sourcing strategy
5.13.1 What to source
5.13.1.1 Critical activities and distinctive activities
5.13.2 Sourcing structure
5.13.2.1 Responsibility
5.13.2.2 Common sourcing structures
5.13.2.3 Multi-vendor sourcing
5.13.3 Service provider interfaces (SPI)
5.13.4 Sourcing governance
5.13.5 Critical success factors of sourcing
5.14 Strategy inputs and outputs with the service lifecycle

6 Service strategy processes (SS03)
6.1 Strategy management for IT services
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 Inundated data and information
6.1.4.2 Strategic assessment, strategy generation and strategy execution
6.1.5 Triggers, inputs, outputs and interfaces
6.1.5.1 Triggers
6.1.5.2 Inputs
6.1.5.3 Outputs
6.1.5.4 Interfaces
6.1.6 Critical success factors and key performance indicators
6.1.6.1 CSF
6.1.6.2 KPI
6.1.6.3 CSF and KPI in strategy management for IT services
6.1.7 Challenges and risks
6.1.7.1 Challenges
6.1.7.2 Risks
6.2 Service portfolio management
6.2.1 Purpose and objectives
6.2.2 Scope
6.2.3 Value to business
6.2.4 Policies, principles and basic concepts
6.2.4.1 Service portfolio – general concepts
6.2.4.2 Service portfolio – service pipeline
6.2.4.3 Service portfolio – service catalogue
6.2.4.4 Service portfolio - retired services
6.2.4.5 CMS and the service portfolio
6.2.4.6 Application portfolio
6.2.4.7 Customer portfolio
6.2.4.8 Customer agreement portfolio
6.2.4.9 Project portfolio
6.2.4.10 Service models
6.2.5 The service portfolio management process
6.2.5.1 Initiation
6.2.5.2 Definition
6.2.5.3 Analysis
6.2.5.4 Charter
6.2.6 Triggers, inputs, outputs and interfaces
6.2.6.1 Triggers
6.2.6.2 Inputs
6.2.6.3 Outputs
6.2.6.4 Interfaces
6.2.7 Critical success factors and key performance indicators
6.2.8 Challenges and risks
6.2.8.1 Challenges
6.2.8.2 Risks
6.3 Financial management for IT services
6.3.1 Purpose and objectives
6.3.2 Scope
6.3.3 Value to business
6.3.4 Policies, principles and basic concepts
6.3.4.1 Financial management policies
6.3.4.2 Funding and funding models
6.3.4.3 Financial practices
6.3.5 Inputs, activities and outputs in financial management
6.3.5.1 Inputs
6.3.5.2 Accounting
6.3.5.3 Cost models
6.3.5.4 Cost types and cost elements
6.3.5.5 Cost classification
6.3.5.6 Analysis and reporting
6.3.5.7 Budgeting
6.3.5.8 Charging
6.3.6 Triggers, inputs, outputs and interfaces
6.3.6.1 Triggers
6.3.6.2 Inputs
6.3.6.3 Outputs
6.3.6.4 Interfaces
6.3.7 Critical success factors and key performance indicators
6.3.8 Challenges and risks
6.3.8.1 Challenges
6.3.8.2 Risks
6.4 Demand management
6.4.1 Purpose and objectives
6.4.2 Scope
6.4.3 Value to business
6.4.4 Policies, principles and basic concepts
6.4.4.1 Demand, supply and balance between them
6.4.4.2 Demand management in the whole service lifecycles
6.4.5 Activity-based demand management
6.4.6 Triggers, inputs, outputs and interfaces
6.4.6.1 Triggers
6.4.6.2 Inputs
6.4.6.3 Outputs
6.4.6.4 Interfaces
6.4.7 Critical success factor and key performance indicators
6.4.8 Challenges and risks
6.4.8.1 Challenges
6.4.8.2 Risks
6.5 Business relationship management
6.5.1 Purpose and objectives
6.5.2 Scope
6.5.3 Value to business
6.5.4 Policies, principles and basic concepts
6.5.4.1 Customer portfolio
6.5.4.2 Customer agreement portfolio
6.5.4.3 Customer satisfaction
6.5.4.4 Service requirements
6.5.4.5 Strategic partnership
6.5.5 Activities in business relationship management
6.5.6 Triggers, inputs, outputs and interfaces
6.5.6.1 Triggers
6.5.6.2 Inputs
6.5.6.3 Outputs
6.5.6.4 Interfaces
6.5.7 Critical success factors and key performance indicators
6.5.8 Challenges and risks
6.5.8.1 Challenges
6.5.8.2 Risk

7 Governance (SS04)
7.1 Governance in ITIL®
7.1.1 Dysfunction organizations
7.1.2 Strategy, policies and plans
7.1.2.1 Evaluate
7.1.2.2 Direct
7.1.2.3 Monitor
7.2 The governance framework
7.3 IT governance and governance bodies
7.4 Relationships between service strategy and governance
7.4.1 Strategy management for IT services and governance
7.4.2 Service portfolio management and governance
7.4.3 Financial management for IT services and governance
7.4.4 Demand management and governance
7.4.5 Business relationship management and governance

8 Organizing for service strategy (SS05)
8.1 Organizational development
8.1.1 Organizational development stages
8.1.1.1 Stage 1: Network
8.1.1.2 Stage 2: Directive
8.1.1.3 Stage 3: Delegation
8.1.1.4 Stage 4: Coordination
8.1.1.5 Stage 5: Collaboration
8.1.1.6 When making decision…
8.2 Organizational departmentalisation
8.3 Organizational design
8.4 Roles in service strategy
8.4.1 Generic service owner role
8.4.2 Roles in strategy management for IT services
8.4.2.1 Process owner of strategy management for IT services
8.4.2.2 Process manager of strategy management for IT services
8.4.3 Roles in service portfolio management
8.4.3.1 Process owner of service portfolio management
8.4.3.2 Process manager of service portfolio management
8.4.4 Roles in business relationship management
8.4.4.1 Business relationship manager
8.4.4.2 Process owner of business relationship management
8.4.4.3 Process manager of business relationship management
8.4.4.4 Customers and users
8.4.5 Roles in financial management for IT services
8.4.5.1 Process owner of financial management for IT services
8.4.5.2 Process manager of financial management for IT services
8.4.5.3 Budget holders
8.4.6 Roles in demand management
8.4.6.1 Process owner of demand management
8.4.6.2 Process manager of demand management

9 Technology considerations (SS06)
9.1 Service automation
9.1.1 Prepare for automation
9.2 Service interfaces
9.2.1 Mode of technology interaction with customers
9.2.2 Self-services
9.2.3 Technology-mediated service recovery

10 Implementing service strategy (SS07)
10.1 Implementation though the lifecycle
10.1.1 Top down approach
10.2 Lifecycle approach of service strategy implementation
10.2.1 Defining the strategy implementation
10.2.2 Service strategy transition
10.2.3 Service strategy operation
10.2.4 Continual improvement of service strategy
10.3 Impacts of service strategy on other lifecycle stages
10.3.1 Impacts from service strategy to service design
10.3.2 Impacts from service strategy to service transition
10.3.3 Impacts from service strategy to service operation
10.3.4 Impacts from service strategy to continual service improvement

11 Challenges, risks and critical success factors of service strategy (SS08)
11.1 Challenges
11.2 Risks
11.3 Critical success factors

12 Exam preparation (SS09)
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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