ITIL 4 Specialist: Drive Stakeholder Value

Course Description

Duration 3 days – 21 hrs

Overview

The ITIL 4 Specialist: Drive Stakeholder Value (DSV) training course is designed to equip participants with the knowledge and skills to manage and improve relationships with stakeholders, including customers, users, suppliers, and partners. The course covers the principles and practices needed to effectively engage stakeholders, enhance customer satisfaction, and deliver value through IT services.

Objectives

Design customer journeys
Foster stakeholder relationships
Shape demand and define service offerings
Onboard and offboard customers and users
Act together to ensure continual value co-creation (service consumption/provisioning)
Realize and validate service value
Understand the key concepts of driving stakeholder value and customer experience.
Learn how to effectively manage stakeholders and foster strong relationships.
Gain insights into customer journeys and experience.
Develop skills in designing and implementing service offerings to meet stakeholder needs.
Master techniques for effective stakeholder engagement and communication.
Learn how to drive value co-creation through collaboration and partnerships.

Audience

Anyone interested in learning MS Project for effective project management
IT Service Managers: Professionals responsible for managing IT services and ensuring they meet stakeholder expectations.
Service Desk Managers and Staff: Individuals involved in day-to-day interactions with customers and users, looking to enhance their engagement skills.
Customer Relationship Managers: Professionals who manage relationships with clients and want to improve their service offerings and satisfaction levels.
IT Consultants: Advisors who help organizations improve their IT service management practices and stakeholder relationships.
Business Relationship Managers: Those responsible for maintaining and improving the relationship between IT and the business.
Project Managers: Professionals overseeing IT projects and needing to manage multiple stakeholders effectively.
Service Delivery Managers: Individuals who ensure that services are delivered as promised and meet the needs of stakeholders.
Product Managers: Those responsible for developing and managing IT products and services and looking to align them with stakeholder expectations.
IT Professionals Seeking to Upskill: Individuals aiming to enhance their skills in stakeholder engagement and value delivery.
ITIL Practitioners: Professionals who have foundational knowledge of ITIL and want to specialize in driving stakeholder value within their organizations.

Pre-requisites

ITIL 4 Foundation Certification: Participants must have completed the ITIL 4 Foundation course and hold the certification.

Basic Understanding of IT Service Management: Familiarity with key ITSM concepts and practices.

Experience in IT Service Management Roles: Practical experience in roles such as service management, customer relationship management, or service delivery is beneficial.

Course Content

The Customer Journey

The Customer Journey Definition
The Customer Journey Example
Customer Journeys and Value Streams
Mastering the Customer Journey
Stakeholder Aspirations
Touchpoints and Service Interactions
Mapping the Customer Journey
Personas
The Customer Experience
Design the Customer Journey
Design Thinking
Leveraging Behavioral Psychology
Design for Different Cultures
Measure and Improve the Customer Journey

Targeting Markets and Stakeholders

Importance of Service Needs
Service Consumers and Their Needs
External Factors
Internal Factors
SWOT Analysis
Service Objectives and Opportunities
Risk Assessment
Service Providers and Their Offerings
Markets
Characteristic-Based Market Segmentation
Need-Based Market Segmentation
Identify and Analyze Service Consumers
Targeting Markets
Targeted Marketing

Fostering Stakeholder Relationships

Stakeholder Relationships
Communication and Collaboration
Listening Modes
Service Relationship Types
Basic Relationship
Cooperative Relationship
Partnership
Build Service Relationships
Service Relationship Ladder Step One
Service Catalog
Customer Relationship Management
Service Relationship Ladder Step Two
The Three Cs of Trustworthiness
Service Relationship Ladder Step Three
Service Relationship Ladder Step Four
Experience and Preferences
Service Relationship Ladder Step Five
Assessing Mutual Readiness and Maturity
Assessing Readiness for Collaboration
The Service Relationship Management Practice
Managing Suppliers and Partners
Service Integrator Activities
The Supplier Management Practice
The Supplier Management Practice Success Factors

Shape Demand and Define Service Offerings

Managing Demand and Opportunities
Optimizing Capacity
Shaping or Smoothing Demand
Service Improvement Opportunities
Building the Customer Business Case
Areas of Conflict and Uncertainty
Conflicting Priorities and Needs
Building Service Provider Business Case
Business Analysis
Roles and Responsibilities Examples
Managing Requirements
Separating the Problem from the Solution
Minimum Viable Product
User Stories and Story Mapping
Articulate Requirements
The MoSCow Method
Weighted Shortest Job First
Service Offerings and User Experience
Lean Thinking
Aspects of Agile
Aspects of Agile Continuous Delivery
Service Blueprint
Designing for Onboarding
Selling and Obtaining Service Offerings
Pricing Options
Internal and External Sales
Business Analysis Practice

Align Expectations and Agree Services

Aligning Expectations
Value Co-Creation
Service Interaction Method
Example of Service Interaction Method
Inherent and Assigned Characteristics of Services
Service Consumer Needs and Agreements
Negotiate and Agree to Services
Warranty
Experience
Negotiate and Agree on Terms and Conditions
The Service Level Management Practice
Shared View of Target Service Levels with Customers
Service Quality Aspects
The Organization with the Defined Service Levels
Service Reviews and Improvement Opportunities

Onboard and Offboard Customers and Users

Onboarding Service Customers
Planning Onboarding
Relating with Users and Fostering Relationships
Fostering Relationships with Corporate Users
Fostering Relationships with Individual Consumers Part One
Fostering Relationships with Individual Consumers Part Two
User Engagement and Delivery Channels
Choice and Design Affecting Trends
Omnichannel Communication Challenges Part One
Omnichannel Communication Challenges Part Two
Enable Users for Service
Service Catalog and Service Desk
Elevate User Capabilities
Elevate Service Provider Capabilities
Onboarding Goals
Onboarding Scope
Onboarding Initiatives Start and End
Onboarding Customers and Users Onboarding Actions
User Onboarding
Onboarding Control
Reviewing Onboarding Control
Offboarding Customers and Users
Customer Offboarding
User Offboarding
Service Transition Onboarding and Offboarding
Service Catalog Management Practice
Service Desk Practice
User Satisfaction
Service Desk Practice Success Factors
Communication Channels Challenges and Solutions
Effective Integration of Communication Channels

Continual Value Co-Creation

Value Co-Creation
Service Mindset for Service Provision and Consumption – Part One
Service Mindset for Service Provision and Consumption – Part Two
Services with Invisible Users
Ongoing Service Interactions
Service Interactions Based on Architecture
Service Requests
Service Desk Interactions
Moments of Truth
Intelligent Disobedience
Customer and User Feedback
Nurturing User Communities
Super users
Service Request Management Practice
Service Request Management Practice – Success Factors

Service Value Realization

Value Realization
Realizing Service Value in Different Settings Part One
Realizing Service Value in Different Settings Part Two
Tracking Value Realization
Tracking Performance Output and Outcome
Value Driver Framework Model
Service Profit Chain
Tracking Experience and Satisfaction
Ways to Monitor Customer Experience
Tracking Service Usage
Assessing and Reporting Value Realization
Two Levels of Assessing and Reporting Value Realization
Evaluating Value Realization and Improving Customer Journeys
Sources of Continual Improvement
Tracking Assessing and Evaluating Outcomes
Charging
Billing
Portfolio Management Practice
Portfolio Management Practice – Success Factors

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Target Audience

Warehouse supervisors, team leaders, and managers.
Inventory controllers and stock control personnel.
Logistics and distribution supervisors.
Internal auditors and operational compliance personnel.
Supply chain and operations professionals.
Personnel responsible for reviewing warehouse controls and performance.

Prerequisites

Basic familiarity with warehouse, logistics, or inventory activities.
General understanding of business processes and operational documentation.
Basic numerical skills, including percentages and simple calculations.
Basic spreadsheet skills are helpful.
No prior experience with a specific Warehouse Management System (WMS) is required.

Course Outline

Day 1: Warehouse Processes, Layout, and Storage Controls Module 1: Warehouse Operations and Process Controls

Warehouse roles within the supply chain.
End-to-end flow: receiving, put-away, storage, replenishment, picking, packing, and dispatch.
Physical stock movement and corresponding system transactions.
Responsibilities, authorization, and segregation of duties.
Common operational weaknesses and audit evidence.

Module 2: Warehouse Layout and Storage Systems

Functional zones, movement paths, and space utilization.
Receiving, storage, picking, staging, and dispatch areas.
Storage options: floor stacking, shelving, pallet racking, and bin storage.
Fixed and dynamic location systems.
Product slotting based on movement, size, handling needs, and compatibility.
Layout bottlenecks and their effects on productivity and inventory control.

Module 3: Receiving and Put-Away

Purchase orders, delivery documents, and expected receipts.
Quantity, condition, and item identification checks.
Recording shortages, overages, damage, and discrepancies.
Controls for acceptance, quarantine, and release.
Put-away rules and location confirmation.
Traceability through labels, barcodes, lot numbers, and serial numbers.
Timely recording of receipts and stock movements.

Module 4: Storage, Stock Rotation, and Replenishment

Storage discipline and location integrity.
FIFO and FEFO principles, applications, and limitations.
Batch, lot, and expiry-date management.
Controls for slow-moving, obsolete, damaged, and expired stock.
Replenishment of picking locations.
Supervision and review of stock rotation compliance.

Day 2: Order Fulfillment and Inventory Accuracy Module 5: Picking Strategies and Order Fulfillment

Discrete, batch, zone, and wave picking.
Selecting picking strategies for different order profiles.
Pick paths, location sequencing, and travel reduction.
Replenishment coordination and stock availability.
Picking verification and error prevention.
Packing, staging, and dispatch confirmation.
Handling short picks, substitutions, cancellations, and returns.

Module 6: Inventory Records and Accuracy Controls

Item master data, units of measure, and location records.
On-hand, available, allocated, and quarantined stock.
Transaction controls for receipts, transfers, issues, returns, and adjustments.
Common causes of physical and system stock mismatches.
Barcode scanning and WMS control points.
Inventory reconciliation and supporting documentation.
Measuring inventory accuracy and interpreting discrepancies.

Module 7: Cycle Counting and Physical Inventory

Cycle counting versus full physical inventory.
ABC classification and risk-based count priorities.
Count frequency based on value, movement, and discrepancy history.
Count preparation, blind counting, and movement controls.
Recounts, variance investigation, and adjustment approval.
Root cause analysis and corrective action follow-up.
Reviewing the effectiveness of the counting program.

Module 8: Shrinkage Reduction and Inventory Protection

Sources of shrinkage: loss, damage, theft, misplacement, and recording errors.
Access controls and accountability for stock movements.
Controls for high-value and sensitive inventory.
Returns, write-offs, scrap, and disposal controls.
Exception reporting and unusual transaction patterns.
Investigating recurring losses and unexplained adjustments.
Preventive and detective controls for shrinkage reduction.

Day 3: Performance Management, Process Review, and Improvement Module 9: Warehouse Productivity and Inventory KPIs

Receiving productivity and dock-to-stock time.
Put-away productivity and replenishment performance.
Picking productivity and order accuracy.
Inventory accuracy and cycle count variance.
Space utilization and storage capacity.
Shrinkage, damage, and expiry indicators.
Defining KPI formulas, data sources, and reporting boundaries.
Interpreting trends while balancing speed, accuracy, and service.

Module 10: Supervising and Auditing Warehouse Processes

Process mapping and identification of critical control points.
Reviewing procedures against actual warehouse practices.
Tracing transactions from documents to systems and physical stock.
Reviewing approvals, access rights, and segregation of duties.
Identifying control gaps and recurring process exceptions.
Documenting findings with clear supporting evidence.
Prioritizing corrective actions and tracking closure.

Module 11: Warehouse Improvement Planning

Identifying bottlenecks, unnecessary movement, and rework.
Improving layout, slotting, and picking arrangements.
Addressing inventory discrepancy root causes.
Standardizing transaction recording and exception handling.
Assigning improvement owners and measurable targets.
Monitoring results and sustaining operational improvements.

Module 12: Capstone — Warehouse Operations and Inventory Improvement Plan

Review a warehouse scenario containing layout, transaction, inventory, and performance information.
Identify weaknesses across receiving, put-away, storage, picking, and dispatch.
Recommend appropriate FIFO or FEFO controls.
Develop a cycle counting and inventory reconciliation plan.
Propose controls to reduce shrinkage and improve traceability.
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