:: In this issue
Editor's Corner
Annual General Meeting 2007
The Annual itSMF Asia Summit 2007
ITIL Refresh News
» Introduction to ITIL Version 3
» ITIL® V3 - Changes and comparison with V2
Introduction of 5 Core Titles
ITIL V3 Qualification Scheme Announced
ITIL Foundation Certificate (v3) - Syllabus
 

July 2007


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Editor's Corner

ITIL® V3 is finally released on May 30th 2007. For those of you who have started your voluminous reading effort, you will be well aware of the changes introduced with the shift from the process focus of V2 to the lifecycle focus of V3. For those of you who have not started your reading, fear not – we have put together this newsletter to equip you with the essential information.

Regardless of what role you are playing - be it an end user, an ITSM enthusiast or a vendor, here are some hot topics that will be covered in this issue:

• Introduction of ITIL V3
• Introduction of the 5 core titles and their authors
• Differences or Similarities of ITIL V2 and ITIL V3
• ITIL Certification and Accreditation Schemes
• Syllabus for the new ITIL Foundation Certificate (V3)

We welcome questions, feedback and your input. If there is anything you want to see covered in the next issue, please feel free to email to us at newsletter@itsmf.org.sg

Yours sincerely,
Cindy Ling, Ho Eu Jin & Chan Hwee Hiong

 

Announcement!

Annual General Meeting 2007


You are invited to the 3rd Annual General Meeting on Friday, 17th August 2007 from 5.30pm to 8.00 pm at Singapore Room, BMC, 210 Middle Road, #12-01/08, IOI Plaza, Singapore 188994.

Agenda for the AGM is as follows:

  • Welcome Address
  • Presentation of Annual Report by Each Council Member
  • Review and Approval of Certified Statement of previous year’s financial accounts
  • Review and Approval of the proposed partnership between itSMF Singapore with Terrapin
  • Election of new office-bearers for new work year
  • Appointment of Honorary Internal Auditor
  • AOB & Q&A

The AGM will be followed by light refreshments. The refreshment will be halal and vegetarian dishes will be provided.

AGM is restricted to members only. If you are not yet a member, you may sign-up as a new member by sending an email to events@itsmf.org.sg All members in the process of membership renewal should complete their membership renewal prior to the AGM. New members may join the chapter during the AGM itself. We will be setting up a booth and upon payment, new members will be allowed into the AGM.

Please kindly find more details of the AGM at the link here .
Nevertheless, if you have further queries, please do not hesitate to contact us.

Thank You and we look forward seeing you on the 17th August 2007.

itSMF Singapore Chapter Council

 

Coming your way!

The Annual itSMF Asia Summit 2007


Uniquely positioned as Asia's only dedicated regional ITSM congress for business leaders and ITSM practitioners. Grow your professional network and exposure while sealing your status as an opinion leader in the world of ITSM with an exclusive speaking slot at Asia's top ITSM gathering. This is YOUR chance to take the first step in being part of this mega IT event!

We are pleased to announce our 2 key confirmed speakers

Opening address:
Tay Kheng Tiong
President
itSMF Singapore 2006/07
Director, Centre for Professional Development
Republic Polytechnic,

Singapore Keynote address:
Sharon Taylor
Chief Architect
ITIL Refresh
President
Aspect Group, Canada

Users! Speak at this prestigous event!

The itSMF Singapore Chapter has held two successful country annual conference and exibitions to date. This year, the Chapter is taking the event regional by hosting its inaugural itSMF Asia Summit on November 26 - 28 at the Grand Hyatt, Singapore - Asia's number one MICE venue sporting world-class infrastructure and facilities.

We are especially seeking compelling and thought provoking practitioner depictions of real-world experiences (success or horror stories) who can demonstrate real value and the benefits ITSM can bring to an organization. Cases studies can be both from within the Asia region and globally. Share the stage with our distinguished speakers Tay Kheng Tiong, President of itSMF Singapore and Sharon Taylor, ITIL Refresh Chief Architect, as they unravel the mysteries of ITSM to an appreciative audience of their peers here in Asia.

Due to the overwhelming response and high quality of papers being received, we are extending the submission deadline till August.

PROPOSAL DEADLINE: 6th August, 2007

We are seeking distinguished end-user presenters from around Asia and beyond!

If you are the Chief Information Officer (CIO), a senior executive or ITSM leader with the following expertise, we would like to invite you to explore speaking opportunities at this prestigious event:

  • ITSM business strategy & ROI demonstration
  • Business transformation & change management
  • IT governance
  • IT frameworks (COBIT, SOX, Basel II and HIPAA)
  • ITIL v3
  • ITIL and ISO20000, ISO17799
  • ITIL Service desk set up and management
  • ITSM Tools selection/ ITAF
  • ITIL and Six Sigma
  • ITIL and SOA
  • CMDB in ITIL
  • ITIL education and certification
  • ITSM simulation games
  • Accepted speakers will be provided with a complementary conference pass and have the opportunity to share their experience and practical advice with an audience of their peers from throughout the region and beyond.

Consultants: Be a Masterclass leader!
We also seeking qualified master class instructors, ITSM experts with practical operational experience, to conduct full day workshops. There are two workshops currently being planned:

ITSM Service Management fundamentals
ITIL Practitioner: Config, Change & Release Management

Please submit your presentation and/or workshop proposals to Eugene Chang at eugene.chang@terrapinn.com or make contact at +65 63 222 768.

View event website | Register for the event | Call +65 6322 2768

Introduction to ITIL Version 3


How it works

ITIL is the most widely accepted approach to IT service management in the world. Providing a cohesive set of best practice guidance drawn from the public and private sectors around the world, it has recently undergone a major and important Refresh programme.

IT Service Management derives enormous benefits from a best practice approach. Because ITSM is driven both by technology and the huge range of organisational environments in which it operates, it is in a state of constant evolution. Best Practice, based on expert advice and input from ITIL users is both current and practical, combining the latest thinking with sound, common sense guidance.

Overview and benefits

ITIL provides a systematic and professional approach to the management of IT service provision. Adopting its guidance offers users a huge range of benefits that include:

  • Reduced costs
  • Improved IT services through the use
  • of proven best practice processes
  • Improved customer satisfaction
  • through a more professional approach to service delivery
  • Providing a standard approach
  • Improved productivity
  • More effective use of skills and experience
  • Improved delivery of third party services through the specification of ITIL or ISO 20,000 as the standard for service delivery in services procurements.

What ITIL can deliver V3 represents an important evolutionary step in ITIL’s life. The Refresh has transformed the guidance from providing a great service to being the most innovative and best in class. At the same time, the interface between old and new approaches is seamless so that users do not have to reinvent the wheel when adopting it. V3 allows users to build on the successes of V2 but take IT service management even further.

In general, V3 makes the link between ITIL’s best practice and business benefits both clearer and stronger. The main development is that V3 guidance takes a lifecycle approach, as opposed to organising according to IT delivery sectors.

ITIL is now based on five core lifecycle titles:

  • Service Strategy
  • Service Design
  • Service Transition
  • Service Operation
  • Continual Service Improvement.

The changes reflect the way ITSM has matured over the past decades. For example:

  • Where V2 talked about Business and IT Alignment, V3 emphasises Business and IT Integration;
  • Where V2 talked about Value Chain Management, V3 emphasises Value Network Integration;
  • Where V2 talked about Linear Service Catalogues, V3 emphasises Dynamic Service Portfolios;
  • Where V2 talked about Collection of Integrated Processes, V3 emphasises Holistic Service Management Lifecycle. Research confirms the benefits of this new approach which will:
  • Establish the integration of business strategy with IT service strategy;
  • Enable agile service design and ROI blueprint;
  • Provide transition models that are fit for purpose in a variety of innovations;
  • Demystify the management of service providers and sourcing models;
  • Improve the ease of implementing and managing services for dynamic,
  • high risk volatile and rapidly changing business needs;
  • Improve the measurement of value;
  • Identify the triggers for improvement and change anywhere in the service lifecycle;
  • Address the current gaps and deficiencies in ITIL V2.

The model contains the processes needed to manage services within the lifecycle structure. The core practices of Service Management life stages are then supported by more
detailed complementary content specific to industry, stakeholder and practice topics. This makes the library more practical, easier to use and provides guidance specific to various stakeholder viewpoints to help gain further traction in ITSM.

The new approach changes the relationship between IT and business. Whereas before, ITIL worked to align service management with business strategy, V3 integrates into a single ecosystem. Other developments include new IT strategies for outsourcing and co-sourcing, for example; new concepts such as a new Service Knowledge Management System base that helps transform captured information into organisational intelligence; new processes such as request fulfillment; process expansion, such as event management; new practice areas and organisational structures, and new
methods of delivering ITIL.

To reinforce changes, the library has seen a major visual revamp with inspirational imagery based on natural themes and a new, clean layout.

Extracted from ITIL Refresh News (3rd Edition)

ITIL® V3 - Changes and comparison with V2


ITIL's most recent version, V3, represents an important evolutionary step in its life. The refresh has transformed the guidance from providing a great service to being the most innovative and best in class. At the same time, the interface between old and new approaches is seamless so that users do not have to reinvent the wheel when adopting it. V3 allows users to build on the successes of V2 but take IT service management even further.

In general, V3 makes the link between ITIL's best practice and business benefits both clearer and stronger. The main development is that V3 takes a lifecycle approach to guidance, as opposed to organising according to IT delivery sectors. ITIL is now based on a core of five titles:

  • Service Strategy
  • Service Design
  • Service Transition
  • Service Operation
  • Continual Service Improvement

The changes reflect the way ITSM has matured over the past decades. For example:

  • Where V2 talked about Business and IT Alignment, V3 emphasises Business and IT integration.
  • Where V2 talked about Value Chain Management, V3 emphasises Value Network Integration.
  • Where V2 talked about Linear Service Catalogues, V3 emphasises Dynamic Service Portfolios.
  • Where V2 talked about Collection of integrated processes, V3 emphasises Holistic Service Management Lifecycle.

ITIL: overview and benefits

Research confirms the benefits of this new approach which:

  • Establishes the integration of business strategy with IT service strategy.
  • Enables agile service design and a ROI blueprint.
  • Provides transition models that are fit for purpose in a variety of innovations.
  • Demystifies the management of service providers and sourcing models.
  • Improves the ease of implementing and managing services for dynamic, high risk volatile and rapidly changing business needs.
  • Improves the measurement demonstration of value.
  • Identifies the triggers for improvement and change anywhere in the service lifecycle.
  • Addresses the current gaps and deficiencies in ITIL today.

The new approach changes the relationship between IT and business whereas before, ITIL worked to align service management with business strategy, V3 integrates into a single ecosystem. Other developments include new IT strategies, for outsourcing and co-sourcing, for example; new concepts such as a new Service Management Knowledge base that helps transform captured information into organisational intelligence; new processes such as request fulfilment; process expansion, such as event management; new practice areas and organisational structures; and new methods of delivering ITIL.

The model contains the processes needed to manage services within the lifecycle structure. The core practices of Service Management life stages are then supported by more detailed complementary content specific to industry, stakeholder and practice topics. This makes the library more practical, easier to use and provides guidance specific to various stakeholder viewpoints to help gain further traction in ITSM.

Your ITIL V3 Library

To reinforce changes, the library has seen a major visual revamp with inspirational imagery based on natural themes and a new, clean layout.

Library includes:

  • The Official Introduction to ITIL Service Management
  • Service Strategy
  • Service Design
  • Service Transition
  • Service Operation
  • Continual Service Improvement

Source: OGC Best Management Practice

Introduction of 5 Core Titles
- Author Reviews

Service Strategy
By Majid Iqbal and Michael Nieves
Members Price: 223.55 / Non Member Price: 263.00

Service Strategy provides guidance on developing service-based business models and strategies. It defines the valuecreating context and principles of service management that shape decisions, policies and processes across the ITIL Service Lifecycle. Service Strategy defines the objectives, resources, and constraints within which services and the relationships they define with customers are to be managed.

The core process in Service Strategy involves defining the market, developing the offerings, developing strategic assets and preparing the organization for execution through the Service Lifecycle. This process is driven by f unctions such as Financial Management, Service Portfolio Management, Demand Management, Organization Development and Sourcing Management. The title introduces the role of Product Manager as a counterpart to Business Relationship Managers.

The guidance in Service Strategy is relevant to service providers in the public and private sectors. It is useful for developing strategic perspectives, distinctive positions in customers’ minds, and effective execution

through the Service Lifecycle. The title helps managers set up the potential of Service Management as a strategic asset. It also helps them make the business case for investments in the Lifecycle phases of Service Design, Service Transition, and Service Operation, and in the ongoing activity
of Continual Service Improvement.

Key features:

• Pivotal to the ITIL Service Lifecycle with guidance for senior management and leadership.
• Cross-pollinated with knowledge and practice from multiple disciplines such as design, marketing, finance, systems engineering and operations.
• Illustrates key concepts, models and methods in graphical form to facilitate communication and collaboration across organizations, cultures and regions.
• Case examples and references across industry sectors and professional disciplines.
Service Strategy represents advanced thinking on how services define relationships between

customers and service providers based on mutual dependence and welfare. It places business outcomes for customers at the centre of all dialogue in service management. Services are viewed as mechanisms for engaging the capabilities and resources of service providers for the support of the customer’s business activity. The title also highlights the need for organization design and development to ensure that process models are properly integrated within the reality from which they were abstracted.

Important topics include:

• Market Spaces
• Service Definitions
• Value Creation
• Value Capture
• Value Networks
• Service Assets
• Business Service Management
• Demand Patterns
• Service Level Packages
• Option Spaces
• Service Automation
• Service Provider Risks.




Service Design

By Colin Rudd and Vernon Llyod
Members Price: 223.55 / Non Member Price: 263.00

Service Design is about ensuring that services are designed to align and match the current and future requirements of the business. This title provides guidance on the production and maintenance of IT policies, architectures, processes, systems and documents for the design of appropriate and innovative IT service solutions and processes.

Service Design contains guidance on designing service solutions aligned to the changing requirements of the business. A holistic approach is used for the design of the new or changed services and all of their constituent components are described, adopting the principle that the better the quality of design, the less rework will be required during subsequent stages of the services lifecycle. A model of a service and its constituent elements is included within the publication to facilitate this approach.

The title discusses the need for considering technology, service design and service delivery models and their impact on design activities and the service designs themselves.

 

The concept of a Service Design Package, including Service Acceptance Criteria is introduced and the use of these to manage the smooth progression of new or changed services through all stages of their lifecycle.

Service Design takes the strategies, policies, requirements and constraints produced by the Service Strategy stage of the lifecycle and ensures that the service designs, meet all of the needs of the business within those strategic guidelines. The five main aspects of design are described within the publication:

• The design of the services, including all of the functional requirements, resources and capabilities needed and agreed.
• The design of Service Management systems and tools, especially the Service Portfolio for the management and control of services through their lifecycle.
• The design of the technology architectures and management systems required to provide the services.
• The design of the processes needed to design, transition, operate and improve the services, the architectures and the processes themselves.
• The design of the measurement methods and metrics of the services, the architectures and their constituent components and the processes.

Service Design contains discussions on the roles, responsibilities and activities involved within the Service Design stage and also considers the impact of processes on the service designs produced. Service Design also describes the major processes involved within these design activities, including:

• Service Catalogue Management
• Service Level Management
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Information Security Management
• Supplier Management.



Service Transition
By Shirley Lacy and Ivor Macfarlane
Members Price: 223.55 / Non Member Price: 263.00

Service Transition provides guidance on delivering change to the service portfolio and through the service lifecycle. It covers how the equirements of Service Strategy encoded in Service Design are effectively realised in Service Operations while controlling the risks of failure and disruption. The success of Service Transition lies in the ability of Service Operations to support the business processes via the installed service base and the ability of Continual Service Improvement to measure the new or changed service.

Major topics include:
• Change Management
• Service Asset and Configuration
Management
• Configuration Management System
• Knowledge Management
• Service Knowledge Management System
• Transition planning and support
• Release and deployment management
• Service testing and validation
• Evaluation
• Managing organisational and cultural change.

The guidance is relevant to IT organizations and shared services units in the public and private sectors. Service Transition helps managers and practitioners in their choices and application of good practice ideas. It focuses on the broader, long-term change management role and release practices, so that risks, benefits, delivery mechanism and the ease of ongoing operations of service are considered with an appropriate balance of speed, cost and safety.

Large-scale IT change is often driven through project or programme initiatives. These are mistakenly seen to be outside ‘change management’, and too often not considered a service management concern until it is time to implement. However, experience teaches us that this approach rarely yields the best possible benefit to the business. Programme and project managers will find this guidance
useful when planning service testing, release and deployment
.

Key Features:

• Pivotal to the ITIL Service Lifecycle with guidance for managing the changes, release and deployment for new and changed services, de-commissioning, transferring and retiring services.
• Illustrates key concepts, models and methods in graphical form to facilitate communication and collaboration across organizations, cultures and regions.
• Practical guidance to enable a smoother transition of releases and deployment and knowledge transfer to the Service Desk and other service operations teams.
• Reduces risk and variations in the predicted and actual performance of the transitioned services.
• Service testing, evaluation and Early Life Support ensure that the services are fit for purpose and fit for use in accordance with the service requirements and specified constraints.
• Organizing Service Transition with appropriate functions, roles and responsibilities that provide suitable
interfaces with



Service Operation
By David Cannon and David Wheeldon
Members Price: 223.55 / Non Member Price: 263.00

Service Operation is about delivering on the promises made during the Strategy and Design phases of the Service Lifecycle. It achieves this by making sure that the people, processes and technology that deliver IT Services are all working to the same set of objectives.

Service Operation is not just about managing the service, or just about managing the infrastructure. It is about achieving a balance between several dynamic drivers: Technology and Business, Cost and Quality, Proactive and Reactive activities. This balance results in a stable environment, which is able to anticipate and respond to changes where necessary.

The ability to monitor and decipher the continuous flow of information about the status of service components is key. Formal Event Management detects fluctuations in component and service performance, which can be tuned dynamically to suit each condition.

Exceptions are resolved quickly and effectively through Incident and Problem Management, while stablished customer requirements are met hrough Request Fulfilment and Access Management.

This publication does not lose sight of the fact that it is written in the context of IT, and there is a section dedicated to the technology-specific activities that need to be performed in this context, e.g. Network Management, Storage and Archiving, etc.

Service Operation also recognizes that processes alone do not guarantee a quality service. It clarifies a number of issues related to the people who manage Service Operation.

It recognizes the role of the Service Desk as a key link between the business and IT at an operational level, especially in restoring disrupted services and in providing an entry point for accessing new or changed services.

In addition, it specifies three new functions critical for executing process activities and managing service components. These are:

• Technical Management, which is the custodian of expertise related to all service components. Technical Management typically manages the infrastructure from Design through to Operation.

• Applications Management, which plays a similar role for software applications. Of particular importance is how this function interfaces with Application Development teams throughout the Software Management Lifecycle.
• IT Operations Management, which may be performed by the previous two functions, but is often centralized into a dedicated unit. This function executes routine activities, and monitors and controls the health of the infrastructure.
Service Operation identifies how to link
operational activities to the value of
the organization, and how to couple
infrastructure and service management for optimum service quality and value.



Contnual Service Improvement
By George Spalding and Gary Case
Members Price: 223.55 / Non Member Price: 263.00

Continual Service Improvement (CSI) is, as its name implies, an ongoing practice that is woven into the fabric of an organization as opposed to a reactive response to a specific situation or a temporary crisis.

Whether an organization is making large scale or incremental improvements, it is the role of every person in the IT department to identify opportunities to improve services and IT Service Management processes.

CSI is often thought to be associated with the daily service operations, but in fact, CSI will improve the lifecycle approach by identifying improvement areas for the Service Strategy, Service Design and Service Transition activities. CSI provides a continual feedback loop between each of the lifecycles (Service Strategy and Service Design – Service Design and Service Transition – Service Transition and Service Operations).

CSI is about formalizing and documenting a practice, it documents key roles and responsibilities, such as the CSI Manager, Service Owner and Service Level Manager that are required to support the CSI practice.

CSI also documents the types of metrics to capture service measurement. The key to CSI is identifying that there are three types of metrics: Technology, Service and Process. Most IT organizations have always performed some type of monitoring and measuring on technology, such as servers, networks, etc; but, they have not really been good at measuring and reporting on an endto- end service, which is the service metric.

Goal of CSI:
This title aims to provide practical guidancein evaluating and improving the quality ofservices, overall maturity of the ITSM servicelifecycle and its underlying processes, at three levels within the organization:

• The overall health of ITSM as a discipline.
• The continual alignment of the portfolio of IT services with the current and future business needs.
• The maturity of the enabling IT processes required to support business processes in a continual service lifecycle model.

Objectives of CSI
• Review, analyze and make recommendations on improvement opportunities in each lifecycle phase:
Service Strategy, Service Design, Service Transition and Service Operations.
• Review and analyze Service Level Achievement results.
• Identify and implement individual activities to improve IT service quality, and improve the efficiency and effectiveness of enabling ITSM processes.
• Improve cost effectiveness for delivering IT services without sacrificing customer satisfaction.
• Ensure applicable quality management methods are used to support continual improvement activities.
 
 

ITIL V3 Qualification Scheme Announced


5th June 2007, Vinopolis, London, England... APMG, a specialist accreditation and examination body, is announcing the scheme for ITIL v3 qualifications at the official launch of ITIL v3 by OGC at Vinopolis, London, on June 5th 2007.

The new ITIL qualifications scheme recognises the value of existing v2 qualifications and introduces a system that enables an individual to gain credits for ITIL v2 and v3 courses. Once candidates have accumulated a sufficient number of credits they can be awarded the ITIL Diploma in IT Service Management.

There are four levels within the new scheme namely: Foundation level, two Intermediate levels, and Advanced level, which is currently under development. To achieve a diploma, candidates must achieve 22 credits, two of which can be gained at Foundation level.

The Foundation level focuses on knowledge and comprehension to provide a good grounding in the key concepts, terminology and processes of ITIL v3. At this level, the qualification remains very similar to the ITIL v2 Foundation qualification.

In the new intermediate level, there are two streams: a lifecycle stream and a capability stream. The lifecycle stream is built around the five core OGC books: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement.

The intermediate capability stream is built around four clusters: service portfolio & relationship management; service design & optimisation; service monitoring & control; and service operation & support.

Both intermediate streams assess an individual’s comprehension and application of the concepts of ITIL v3.

Candidates are able to take units from either of the intermediate streams. These units give them credits towards a diploma. There is a course – Managing across the Lifecycle - that brings together the full essence of a lifecycle approach to service management.

Once someone has gained the requisite number of 22 credits through their education at foundation and intermediate level they will be awarded the ITIL v3 Diploma. No further examination or course is required to gain the diploma.

The Advanced Level Diploma will assess an individual’s ability to apply and analyse the ITIL v3 concepts in new areas. This higher Diploma has not been developed at this stage.

Relationship between v2 and v3

Individuals with existing ITIL v2 Qualifications can use those qualifications as credits towards the diploma.

Any ITIL v2 Manager who wishes to gain the v3 Diploma can take a bridging course and pass an examination. The three day course covers the new concepts within ITIL v3 and fully integrates the benefits of the lifecycle approach.

There is a also a one day bridging course at foundation which covers the differences between v2 and v3 and allows someone to take an exam to demonstrate their understanding of the ITIL v3 approach.

ITIL v 2 Practitioner qualifications count towards the ITIL Diploma in Service Management. Depending on whether an individual holds a single topic certificate or a clustered certificate the credits will vary.

It is recommended that candidates discuss their current qualifications in ITIL v2 with their Accredited Training Organisations to establish how many credits they hold towards the Diploma.

Richard Pharro, managing director, APMG, said: “We are delighted with the work by our examination panel in developing the idea of a credit system leading to the award of a Diploma in ITIL service management. This provides clear structure for an individual to develop their professional understanding and career. In particular it enables both individuals and companies to establish inspirational personal development programmes within an internationally recognised framework of qualifications.”

Further information:

The timetable for the introduction of qualifications in v3 is as follows:-

  • Foundation Examinations: June 13th 2007
  • Manager’s Bridging Course: Q3 2007
  • Foundation Bridging Course: Q3 2007
  • Intermediate Level Qualifications: Q4 2007

Firmer dates for the release of the future qualifications will be provided to Accredited Training Organisations as soon as the concepts have been signed off by the Qualifications Board.

Diagrams: Illustrations of the new schemes are shown at the end of this document.


Please note that the documented credits on the above diagram may be subject to change pending the further development and release of a fully signed off v3 qualifications scheme by the Qualifications Board. For further details, kindly refer to APMG's website.

ITIL Foundation Certificate (v3) - Syllabus


The official accreditation body of ITIL (APM Group) has released the syllabus for the new ITIL V3 Foundation Course.

This was prepared by members of itSMF Chapters under the guidance of Sharon Taylor (Chief Examiner).

Please click here for the attached PDF document which gives the details of what each module contains (including from which book).


Newsletter Editorial Team: Cindy Ling, Ho Eu Jin, Chan Hwee Hiong

© 2007 itSMF Singapore Chapter Inc. All rights reserved. Contents of this newsletter may not be republished in whole or in part without prior written permission from itSMF Singapore Chapter.