Course accredited by APMG International, in alignment with SDI Service Desk and Support Manager Standards.

Start and finish Course style

LunchCoffee and breaks

2/8 | 2/299M00 - Course introduction

On completion of this course you will be able to:

Develop and deliver service desk and support strategies to fully underpin the organisation’s business strategy and objectives

Demonstrate the key leadership and management competencies needed to be a successful service desk and Support

Develop and deliver service desk and support technology strategies to underpin strategic objectives

3/8 | 3/299M00 - Course introduction

On completion of this course you will be able to:

Interface the service desk with other IT functions, processes and standards to maximise the efficiency and effectiveness of IT

Design, contract and deliver service desk processes and services to deliver exceptional customer service and support

Recruit and retain staff and use structured methods to develop and enhance their skills

Employ leadership and management skills to coach, mentor, develop and motivate staff

4/8 | 4/299M00 - Course introduction

Please share with the class: Your name and surname Your organization Your profession

Title, function, job responsibilities

Your experience with service desk Your personal session expectations

5/8 | 5/299M00 - Course introduction

Exam

Paper based and closed book exam Only pencil and eraser are allowed Simple multiple (ABCD) choice exam Only one answer is correct 60 questions, pass mark is 45 (75%) 1 hour exam No negative points, no “Tricky Questions”

No pre-requisite for Foundation exam

Sample, two (official) mock exams are provided to you

Candidates completing an examination in a language that is not their mother tongue, will receive additional time

6/8 | 6/299M00 - Course introduction

MissionTo enable organisations to enhance the value of business

and IT integration through exceptional IT service and support by:

Setting global industry standardsDelivering thought-leadership and knowledge

Influencing service improvement for individuals and organisations

7/8 | 7/299M00 - Course introduction

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miroslaw_dabrowski

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Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)

Creator Writer / Translator Trainer / Coach

• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com

• Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.

• Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050

• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)

• Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl

• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language

• English speaking, international, independenttrainer and coach from multiple domains.

• Master Lead Trainer• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached

linkedin.com/in/miroslawdabrowski

Agile Coach / Scrum Master PM / IT architect Notable clients

• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach

• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams

experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check

Questionnaire (PHCQ) audit tool

• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget

above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high

security, audit and compliance requirements based on ISO/EIC 27001

• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach

ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Media-Satrun Group, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/

Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …

8/8 | 8/299M00 - Course introduction

1. Defining Strategic Requirements

2. Developing a Strategic Role

3. Essential Management Skills 1

4. Essential Management Skills 2

5. Integrating the Service Desk

6. Promoting The Service Desk

7. IT Service Management

8. Quality Assurance

9. Effective Management of Tools and Technology

10. Staff Recruitment, Retention and Development

11. Leadership and Management

12. Professional Development

2/18 | 10/299M01 - Defining Strategic Requirements

1. Review the role and responsibilities of the service desk from a global perspective

2. Examine the requirements for creating a plan to develop the strategic role of your team that underpins the organisations business goals

3. Identify key sources of knowledge and best practice

3/18 | 11/299M01 - Defining Strategic Requirements

To serve as a single point of contact (SPOC)

4/18 | 12/299M01 - Defining Strategic Requirements

The service desk is responsible for satisfying the requirements and needs of its customers, while following the business and operational guidelines of the organisation.

5/18 | 13/299M01 - Defining Strategic Requirements

Follow the organisation’s policies, processes and procedures Balance support expenses to deliver optimum levels of quality and

cost effectiveness Develop and implement service desk goals that align with the

organisation's business objectives Demonstrate the value and contribution of the service desk to the

organisation Identify and initiate service improvement initiatives Manage customer expectations

6/18 | 14/299M01 - Defining Strategic Requirements

Provide a clear communication channel between customers and the IT organisation

Contribute to knowledge creation and maintenance Develop and implement effective processes and procedures to ensure

consistent service support Be aware of appropriate societal and environmental issues and

responsibilities relating to the service desk Adhere to, police and support the organisation's security

policies/requirements Manage compliments and complaints relating to IT service issues Represent the IT organisation to its customers

7/18 | 15/299M01 - Defining Strategic Requirements

Remember! The service desk represents the entire IT organisation

8/18 | 16/299M01 - Defining Strategic Requirements

Leadership

Commitment to quality

Policy and strategy

People management

Resources

Processes and documentation

Staff satisfaction

Customer satisfaction

Performance results KPIs Operational metrics Unit costs Total costs

Benchmarking and certification

Service ethics

Credibility

9/18 | 17/299M01 - Defining Strategic Requirements

The purpose of a vision statement: To provide a longer term view of

what the service desk wishes to become.

The objectives are to: Promote the image of the service

desk Engender pride in the team Encourage team members to

develop skills to support the vision

10/18 | 18/299M01 - Defining Strategic Requirements

Purpose To define the service desk’s reason

for existing What you are doing

Why you are doing it It typically includes

A statement about what the service desk is aiming to achieve

The underpinning objectives required to achieve the stated purpose

Objectives Identify the purpose and role of the

service desk Align support goals with the

organisation’s goals Inspire commitment and buy-in The mission statement provides an

instrument for both measuring progress and moving ahead

11/18 | 19/299M01 - Defining Strategic Requirements

Good practiceBest practice

12/18 | 20/299M01 - Defining Strategic Requirements

Formal standards

Formal IT governance and audit assessment

Industry good and best practice

Formal business best practice quality models

13/18 | 21/299M01 - Defining Strategic Requirements

Increased consistency and accountability

Improved governance

Reduced business risk

Greater control of IT infrastructure

Improvements are identified

Costs maintained and managed

Increased employee morale and customer satisfaction

Commitment to quality is demonstrated

Improved development time

Achieving certification demonstrates tangible evidence of following best practice

14/18 | 22/299M01 - Defining Strategic Requirements

To meet IT governance

To meet industry-sector regulatory requirements

To demonstrate compliance

15/18 | 23/299M01 - Defining Strategic Requirements

Different time-zones

Language support

Cultural differences

Services alignment

Local currency

Public holidays

The organisation's business mission

Legal requirements and local governance

16/18 | 24/299M01 - Defining Strategic Requirements

17/18 | 25/299M01 - Defining Strategic Requirements

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