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Shortly after being awarded an ITIL® Foundation certification, a recipient’s natural inclination is to ask: “Now what? How do I take the best practices I’ve learned and apply them to my organization?”
For women in IT, advancing your career can be a challenge in itself. In the Global Knowledge 2019 IT Skills and Salary Report, only eight percent of senior- and executive-level IT professionals are women. We have pulled data from our research that sheds light on the job roles, skills, challenges, certifications and experience of women in tech who have progressed to the highest levels of an organization.
For organizations with the willingness to get in shape and regain their corporate vitality, combining and aligning best practice frameworks is a sure way to achieve that goal. Admittedly, it takes work. Combining ITIL® 4 and project management should be high on your list.
Everyone has been involved in a learning program or project that has not delivered its intended impact. Across organizations, remarkably similar but preventable missteps are made in needs identification, learning strategies, program development and implementation. Instructor Tom Gram, Senior Director of Professional Services at Global Knowledge, will present six classic mistakes learning professionals make that reduce chances for success along with evidence-based practices to help prevent them.
No matter what book or manual you use to study for the CCNA examination, you will see various protocols and processes referencing an RFC. And, although frequently referenced, the RFCs are seldom actually included in the documentation. So, the logical question becomes...
Modern quality management and project management are complementary. They both emphasize customer satisfaction and the underlying belief that quality leads to customer satisfaction. The main objective in quality management is making sure that the project meets the needs it was originally created to meet—nothing more, nothing less. In other words, to ensure quality, you must meet the needs of the stakeholder.
ITIL describes a service portfolio as a collection of the overall set of services managed by a service provider. A service portfolio describes a service provider’s boundaries and promises across all of the customers and market spaces it serves. I like to think of a service portfolio as describing the past, present, and future collection of services offered by a service provider. The figure below shows a high-level view of a service portfolio.
Project quality management is the process of determining the quality standards that are applicable to a project and devising a way to satisfy them. Learn more here.
A strong event management process that is able to detect changes of state throughout an organization’s IT environment is a key aspect of a complete suite of service management processes. Event management ultimately helps an organization maintain control through an understanding of the state of things, and how the state of those things changes in an IT environment.
In this hour-long webinar, Global Knowledge instructor and ITIL Expert Michael Scarborough will share his knowledge and expertise on various aspects of incident management and problem management processes. He will help you understand the difference between incidents and problems and between incident and problem management, providing examples from his own experience to drive the concepts home. Michael will also provide an overview of who performs various incident and problem management activities in an organization.