SureSkills North American Services
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SureSkills is a rapidly growing multi-national services company offering a range of Technical IT, Business Skills, Service Management and IT Infrastructure Training and Consulting to some of the world's leading companies since 1993. This slideshare is an overview of SureSkills Learning Services including: PRINCE2 & ITIL training and certification. SureSkills are offering accredited APMG ATO PRINCE2 training in Ottawa, Canada with additional dates to be confirmed across North America.
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SureSkills North American Services
- 1. Learning Services Overview SureSkills Canada 1 Rideau St #700, Ottawa, ON K1N 8S7, Canada +1 855 278 7555 SureSkills USA 7000 N. Mopac Expr. Suite 200 Austin, Texas 78731 +1 855 278 7555 SureSkills Ireland 14 Fitzwilliam Place Dublin 2, Ireland +353 1 240 2262 SureSkills UK Callender House 58-60 Upper Arthur St. Belfast, BT1 4GJ, UK +44 28 9093 5565
- 2. Corporate Overview Strategic Solution Pillars IT Solutions and Consulting Global Learning Services Service, Project and Process Management SureSkills is a rapidly growing multinational services company offering a range of Technical IT, Business Skills, Service Management and IT Infrastructure Training and Consulting to some of the world's leading companies since 1993.
- 3. PRINCE2 PROJECT MANAGEMENT - Framework & Methodology SureSkills Canada SureSkills USA SureSkills Ireland SureSkills UK 1 Rideau St #700, Ottawa, ON K1N 8S7, Canada 512 694 7164 7000 N. Mopac Expr. Suite 200 Austin, Texas 78731 512 694 7164 14 Fitzwilliam Place Dublin 2, Ireland +353 1 240 2262 Callender House 58-60 Upper Arthur St. Belfast, BT1 4GJ, UK +44 28 9093 5565
- 4. What is PRINCE2? Structured methodology for effective Project Management Project framework, which is flexible & adaptable Designed to manage any project in any type of environment Best Practice - (ISO20000; ISO9000; Six Sigma; ITIL; others) Now pre-requisite for many Irish & European (public sector) projects
- 5. Effective Service Management – ensuring economic, effective, efficient quality best practise customer service (every time) SureSkills Canada SureSkills USA SureSkills Ireland SureSkills UK 1 Rideau St #700, Ottawa, ON K1N 8S7, Canada 512 694 7164 7000 N. Mopac Expr. Suite 200 Austin, Texas 78731 512 694 7164 14 Fitzwilliam Place Dublin 2, Ireland +353 1 240 2262 Callender House 58-60 Upper Arthur St. Belfast, BT1 4GJ, UK +44 28 9093 5565
- 6. The Service Lifecycle DESIGN TRANSITION OPERATIONS (Where Value is Delivered) • Service Level ∙ Service Catalog Mgmt • Utility & Warranty (Availability, Capacity, Continuity, Security) • Supplier Management • • • • Change, Release & Deployment Service Asset & Configuration Validation & Testing Knowledge Mgmt • Service Desk ∙ Event Mgmt • Incident Mgmt ∙ Problem Mgmt • Service Request ∙ Access Mgmt CONTINUAL SERVICE IMPROVEMENT STRATEGY • Markets? ∙ Customers? • Offerings? ∙ Why Us? • Policies & Standards ∙ Costs/ Risks
- 7. What Does it Mean to an Organization • Process Based Approach – – – – defined processes information capture measured activity effectiveness & efficiency through process management • Defined & Managed services – utility – warranty • • • • • • • Improved Management Visibility Management by Exception Quality of Service Efficiency of Resource Utilization Focus on Customer & Needs Customer Satisfaction Streamline Through Automation
- 8. Roadmap – ITIL Adoption Baseline Assessment • Vision? • Customer & ITSM recommendations • Baseline current environment • Identify Gaps • Prioritise Improvements • Agree measurable improvements • Define ROI • Finalise Business Case Develop Plan • Develop plan to achieve improvements • Process, procedure & work practice changes • Related ITSM toolset changes • People – education & training • Partners – agreements • Finalise Project Initiation Document Implement • Implement SIP measures as specified in PID, including data capture to support measurement Monitor & Adjust • • • • Roadmap – Service Improvement Monitor KPI Adjust to optimise impact Report on improvement Validate ROI
- 9. Benefits & Values - Business • Business aligned IT services – Value Adding Tactical – Responsive • Visibility of Costs Strategic • Consistent Service Quality • Effective Investment Decisions • Cost Justified Continual Improvement Operational
- 10. ITIL Education Structure Twenty two (22) credits to achieve the ITIL Expert level
- 11. Learning Services End to End Solutions End to End Learning Solutions • • • • Strategic, Program & Course Level Design Individual, Organization and Business Performance Objectives Multi-Channel Instructional Design (Sales, Support, Customer, Channel) Unified Content Lifecycles, DITA • • • • • Learning Paths and Curriculum Development Competency Driven Messaging Multi-Method Delivery (ILT, WBT, Mobile and Virtual Learning) Performance Assessment & Global Certification Development Translation and Localization Services • End-User Help Desk Support for Learning Management Systems Course & Exam Validation and LMS Large Scale Content Migration Performance & Analytical Reporting • •
- 12. Dublin: 14 Fitzwilliam Place, Dublin 2, Ireland Belfast: Callender House, 58-60 Upper Arthur Street, Belfast BT1 4GJ, Northern Ireland Ottawa:,1 Rideau St #700, Ottawa, ON K1N 8S7, Canada Austin: 7000 N. Mopac Expressway, Suite 200, Austin, TX 78731, USA www.sureskills.com Phone: +353-1-240-2222 Email: info@sureskills.com
Notas do Editor
- Summary of key areas / stages of lifecycleService Strategy: Why? Who are the customers (current & potential)? What are we offering? What the services? Guidance how to analyse markets (e.g public sector) where we operate. What differentiates us from others? E.g. “Kaseya is different by our focus on Automation, if we lose this focus, we may lose the edge in the MS space”. (Or think e.g. “Our key differentiator can be the quality of our support; if QoS degrades, we lose out”). Guidance on costs & risks: If we don’t expand our offerings (e.g. new SD module), then our competitors will. But there’s a cost and a risk associated. Is it worth doing it? Service Strategy analyses all this. Service Design: Opp for techs to realise a Service is not just tools. The idea is to design the service that was decided in Strategy. How to manage it, how to measure it, meets value proposition?Service Level Mgmt: Negotiating support arrangements, monitoring service, meeting those targets. ITIL concepts of Utility (what the customer gets) AND Warranty (how well it is delivered). Usually when you describe a SLA, you describe Availability (e.g. 99.997%, or if we call SD, we will respond in 4 hours & fix in 24 hours), Capacity (Svc can support normally 200 users, max 500, otherwise upgrade), Performance (e.g. transaction times), Continuity (time to recover), and Security (e.g. is it pwd protected?). All these targets are at core of SLA. Value is created if Utility (performance supported OR Constrains removed) AND Warranty (Availability, Capacity, Continuity AND Security) Design: Guidance on Supplier Mgmt, ensure value for moneyService Catalog Mgmt: Ensuring you have a catalog of the services (e.g. a website listing them, with cost, service arrangements, summary of expectations, dependencies with other services, etc) and that this info is correct at all times, and visible only to customers you want to make it visible to.Transition: Biggest risk to a live environment comes from … change. In ST, we Build, Test & Release the Service.Change Mgmt: Change, release & deploy. Validation & testing. Configuration mgmt.Knowledge Mgmt: when we go live, it is critical we transfer knowledge to operations (Knowledge Base - KB)Operations: That’s where the customers will see the value of the Service. Event mgmt: How we detect anything that happens, any event relevant to mgmt of svc (disk reaches certain threshold, or if there’s flooding in Bangalore, this might be relevant to our Service as this is where our 1st line support is). What to do? Requirement for event mgmt tools (i.e. Kaseya). Need to know if something fails. Makes customers realise the value of our product. Need to understand language: incident, problem, change request. Incident: Indicates an Outage or potential outage of Service.Problem: The unknown underlining cause of problems. Goal of problem mgmt: reduce incidents by eliminating underlining causes. ServiceRequest: Just for minor changes, requests for info, etc (e.g. move my PC, new user starting, etc)Access Mgmt: Granting/revoking rights to service. Identity Mgmt.Continual Service Improvement (CSI): The whole philosophy is underpinned by continual improvement. Continual(Review and Re-implement regularly, but in steps) vsContinuous (Constantly changing) Strong emphasis on measuring. What to measure? Processes, Svc & Components (whatever helps deliver the svc). If I have effective measurement in place, I should be able to tell how anything relates to a strategic goal (e.g. you monitor such & such health indicators on a server because that server is used to deliver one of our core services. Why us? Because we have high availabilityBottom line: everything we do is supposed to make sense. CSI is what measures the 4 other components in the lifecycle and tries to improve them. Also how to improve the improvement…
- A little more formally
- A picture of the roadmap ---- helps to see visuals........continual improvements......always working always developing....