A common issue when talking to clients is actually: what training does the staff need in IT SM and does that mean ITIL?
So how do you start? The first question to become answered is: what is a person trying to achieve? Are you planning to utilise best practice strategies in your improvement initiative? Otherwise, then sending staff about ITSM training will simply thwart them. They will learn the guidelines and language and then are definitely not encouraged to employ them. In the event that improvement based on in-house techniques and experience is your aim, work with a training consultant to formulate your own courses and courses to meet your requirements.
Otherwise, consider the interesting depth to which you intend to try to imbed best practice principles in the team.
Do you intend to present qualifications as part of the personal growth plans of your staff, as well as you focussing on the request of IT service management while not being concerned about the qualifications? Delivering the education without allowing staff members to achieve qualifications may be a limited-sighted view – courses without examinations are generally undoubtedly cheaper, and the loss of self-confidence in their development may cause personnel to look elsewhere for a long-term career. Investment in the person has been demonstrated to be more cost-effective compared to the effects of continual recruitment.
However, this raises another issue: what exactly is the value of the skills these days? Should you choose ITIL, or even COBIT, ISO 20000, CMMI, or MOF or… the list appears to be endless.
My own experience handles the ITIL and ISO 20000 route (with a splash of COBIT) so within the spirit of ‘write whatever you know I’ll concentrate on all those qualifications.
Once upon a time (let’s return ten years), we had an overall understanding of the ITIL platform qualification scheme. It began with a Foundation, which whetted the appetite for more. Having a 90% pass rate had not been particularly challenging. But it does enthuse its audience along with spurring us (myself included) to investigate further.
You may specialise in a particular process spot as covered in the Major Red or Big Orange books (Service Delivery along with Service Support from ITIL V2 framework) by doing a several-day Practitioner course, or maybe if you were more experienced, scalp straight into the ITIL A HUGE SELECTION OF Managers certificate – a single with the two 3 hr, handwritten exams, which often covered all the processes at a negative balance and Blue books. Could just know your subject, but this became challenging and based on services management principles, as maintained the ITIL framework Services Delivery and Service Help books.
Admittedly, there was little encouragement to look outside those two books at the remainder in the library, but you could check out a person with a Red Logo and understand that they could smoothly describe and apply the guidelines of IT Service Management around a range of process areas. When for no other reason you had managed to write for six hours with a true pen, it commanded some respect from your peers.
But since a qualification scheme, that left something to be wanted. The jump to Supervisors Certificate from Foundation seemed to be significant, the Practitioners decided not to count towards your progress to help Managers, even though in the vast majority, the courses were indistinguishable from the modules you would come across on the Managers course, a number of more detail to provide practical experience.
We have now the V3 scheme in addition to sadly confusion reigns. It has not that the qualification is devalued by the lack of a new self-expressive exam (plenty of others have prepared with passion on this subject), it’s just that often the scheme itself is so difficult. What is an ITIL Skilled – what does that headline mean? How many exams must you take, and what combination of subject matter does it cover?
The Foundation is not a Foundation in the very same sense as it was; it addresses much more information at a more impressive range. The Intermediate levels are usually pitched too high after the opening experience of the Foundation requiring considerable pre-reading, admittedly now getting addressed by the ‘Specialist’ classes (covering one or more basic processes) but this leads to even more scandal for an onward path. Nevertheless, they do provide a full hunt for the ITIL framework and therefore are much more geared to the career evolution of the IT professional. They are really recognised as a demonstration of an individual’s knowledge of ITIL.
And exactly do these accreditation mean, the multiple decision exams based as they are on the content of the ITIL guides, rather than on the more typical subject of the application of provider management? Do the examinations indicate that the delegate can employ their knowledge? The training provides that information, and even so the examinations test if the use of outside agencies can apply the ITIL version of events, not just a general service management method. Are they as valuable because of the previous V2 qualifications? That is a hard one to call: V3 provides a more spherical examination syllabus, covering the complete framework, but specific for the ITIL version of activities, V2 provided a more basic service management approach, but also in a limited number of processes.
Who will be the more ‘Expert’ – V3 or V2? The argument continues, but the more important concern is sure: is this what you need occurring?
If you are intending to follow the finest practice principles based on ITIL to deliver improvements in your ITEM service delivery, then get started with a programme that discusses that framework.
Most firms will benefit from an overview morning, or series of overview times, to introduce the basic aspects of ITIL.
For team development and a deeper idea of the framework, consider a few Foundation courses as a basic level of education for your staff.
Only a few of your team will require the particular Intermediate level qualifications, yet team leaders and supervisors should consider these to develop a better understanding of the framework.
If you need to encourage a more rounded comprehension of IT service management as well as governance, consider providing your current management team with an introduction to ISO/IEC 20000, or COBIT. Encourage exploration of other strategies that complement the best training approach.
Achievement of the ISO/IEC 20000 standard will require your current staff to be trained in the two ITIL and ISO/IEC 20000. To maintain the standard after qualifications, you will need internal auditors taught to the appropriate level for your official certification body. Full understanding in addition to depth of knowledge of the typical (Consultant level) will be very helpful for your management leaders.
Often the question initially asked seemed to be how educated should you be? The reply is not simple, nor is the item generic. Often it can be useful to engage the services of an external agency to carry out a training needs analysis, but prior to doing so, you will discover questions to be answered:
Look at the level at which you are planning to adopt best practices and which usually of those you will employ regarding governance and audit.
Look at the maturity of your existing functions
Consider the knowledge and comprehension of your teams and the significance of holding qualifications for your department’s reputation and your team’s personal development.
Once you have established your wants, ask the experts to help you design and style a programme that fulfils your organisation’s needs. Though it may not always be possible, make an effort to ensure you have consistency in your training. There are advantages and disadvantages to helping with in-house courses, but handling your training provider to be sure your specific needs are attained (whilst still covering some sort of syllabus), and delivering an identical message and experience in our training programme, can be a precise advantage.
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