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ITIL 4 Managing Professional

Course Description

This ITIL® Managing Professional (MP) Master’s Program provides practical and technical knowledge to pass the ITIL Managing Professional exam and obtain ITIL Managing Professional designation. This program covers the key concepts necessary to run IT-enabled products, services, teams, and workflows.

About the Program

What are the program objectives?

The ITIL framework was developed as a source of best practices for service management and is used globally by organizations to establish and improve their IT operations. ITIL 4 is the latest version of the world’s most popular ITSM framework. This ITIL Managing Professional program will take you through the following four ITIL modules to help you achieve the ITIL Managing Professional (MP) designation.

  • ITIL 4 Strategist: Direct, Plan, and Improve
  • ITIL 4 Specialist: Create, Deliver, and Support
  • ITIL 4 Specialist: Drive Stakeholder Value
  • ITIL 4 Specialist: High Velocity IT

This ITIL Managing Professional training focuses on key concepts and dimensions of service management, ITIL service value system, and ITIL guiding principles and practices. This course will help you understand how to use ITIL tools and techniques to improve efficiency and the customer experience.

With more than 30 hours of high quality elearning content and simulation exams, this program will put you on the path to becoming an ITIL Managing Professional.

Why become an ITIL Managing Professional (MP)?

This ITIL Managing Professional (MP) certification will help you move ahead in your ITIL career journey by becoming a competent ITIL 4 professional. You will gain ITIL skills and the knowledge required to navigate the digital service economy. Certified ITIL experts are known to earn as much as 40 percent more than their non-certified peers. The annual salaries of ITIL experts range from USD $96,000 to $129,000.

Who should take this course?

This ITIL Managing Professional course is best suited for professionals in IT service management who want to achieve the ITIL Managing Professional (MP) designation, including :

  • CIOs, CTOs, and IT directors
  • Project managers
  • Vendor managers
  • Account managers
  • IT service managers and IT architects
  • Service delivery managers
  • System administrators and analysts
  • Operations managers and database administrators
  • Process owners and practitioners
  • Service delivery professionals and quality analysts

What are the prerequisites for this Master’s Program?

To be eligible to take this ITIL Managing Professional Master’s Program, applicants should have passed the ITIL 4 Foundation examination.

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Course Syllabus

Course 1

ITIL® 4 Strategist: Direct, Plan, and Improve
Learn the practical skills needed to create a ‘learning and improving’ IT organization with a reliable and effective strategic direction. The ITIL® 4 Strategist (Direct, Plan, and Improve) training will help you understand the impact of Agile and Lean work processes and how they can be leveraged to an organization’s advantage.

ITIL® 4 Strategist – Direct, Plan, and Improve

Lesson 01 – Course Introduction07:38
1.01 ITIL 4 Strategist Direct Plan and Improve07:38
Lesson 02 – Key Concepts of DPI20:30
2.01 Key Concepts of Direct, Plan, and Improve (DPI)00:37
2.02 Direction03:20
2.03 Policies and Guidelines01:39
2.04 Risks and Controls03:34
2.05 Planning02:56
2.06 Improvement02:11
2.07 Governance,Compliance,and Management01:24
2.08 Applying the Guiding Principles01:50
2.09 Operational Model01:17
2.10 Value,Outcomes,Costs,and Risks01:07
2.11 Key Takeaways00:35
Knowledge Check
Lesson 03 – Key Principles and Methods of Direction and Planning10:03
3.01 Key Principles and Methods of Direction and Planning00:33
3.02 Strategy and Cascading Goals and Requirements01:47
3.03 Define Effective Policies,Controls, and Guidelines02:40
3.04 Effective Controls02:04
3.05 Effective Guidelines01:06
3.06 Decision Making at the Right Level01:22
3.07 Key Takeaways00:31
Knowledge Check
Lesson 04 – Governance, Risk, and Compliance09:09
4.01 Governance,Risk, and Compliance00:31
4.02 Structures and Methods for Decision Making01:53
4.03 Governance of Service Provider02:45
4.04 Role of Risk Management03:20
4.05 Key Takeaways00:40
Knowledge Check
Lesson 05 – Continual Improvement40:09
5.01 Continual Improvement00:31
5.02 Continual Improvement Culture02:21
5.03 Continual Improvement in Organization01:26
5.04 The Continual Improvement Model01:22
5.05 Step One What Is the Vision?02:21
5.06 Step Two Where Are We Now?00:35
5.07 Step Three Where Do We Want to Be?02:31
5.08 Step Four How Do We Get There?01:00
5.09 Creating an Action Plan02:26
5.10 Step Five Take Action?01:04
5.11 Step Six Did We Get There?02:05
5.12 Step Seven How Do We Keep the Momentum Going?02:39
5.13 Measurement and Reporting in Continual Improvement01:58
5.14 Assessments02:41
5.15 Gap Analysis01:10
5.16 SWOT Analysis00:58
5.17 Change Readiness Analysis01:00
5.18 Customer or User Satisfaction Analysis01:10
5.19 SLA Achievement Analysis01:32
5.20 Benchmarking01:13
5.21 Maturity Assessment01:10
5.22 Business Case02:21
5.23 Building a Business Case01:47
5.24 Communicating and Advocating for a Business Case02:05
5.25 Key Takeaways00:43
Knowledge Check
Lesson 06 – Communication and Organizational Change Management29:57
6.01 Communication and Organizational Change Management00:35
6.02 Communications Principles01:05
6.03 Communication Is a Two-Way Process01:07
6.04 We Communicate All the Time01:31
6.05 Timing and Frequency Matter01:35
6.06 No Single Method of Communication Works for Everyone01:17
6.07 The Message Is in the Medium00:37
6.08 Communication Methods and Media02:42
6.09 Examples of Communication Methods01:50
6.10 Defining and Establishing Feedback Channels01:18
6.11 Identifying and Communicating with Stakeholders01:46
6.12 Stakeholder Mapping01:32
6.13 Understanding Stakeholders02:39
6.14 Basics of Organizational Change Management (OCM)01:48
6.15 Essentials for Successful Improvement02:20
6.16 OCM Throughout Direction, Planning, and Improvement02:13
6.17 Establishing Effective Interfaces across the Value Chain03:22
6.18 Key Takeaways00:40
Knowledge Check
Lesson 07 – Measurement and Reporting17:19
7.01 Measurement and Reporting00:30
7.02 Basics of Measurement and Reporting01:23
7.03 Key Concepts of Measurement and Reporting01:34
7.04 Defining and Using Measurement and Reporting00:53
7.05 Reasons for Measuring00:56
7.06 Types of Measurement01:39
7.07 Relationship between Measurement and Behavior01:10
7.08 Measurement Cascades and Hierarchies02:36
7.09 Balanced Scorecard02:54
7.10 Success Factors and KPIs03:11
7.11 Key Takeaways00:33
Knowledge Check
Lesson 08 – Value Streams and Practices25:05
8.01 Value Streams and Practices00:33
8.02 Value Stream Mapping02:24
8.03 Developing a Value Stream Map02:20
8.04 Types of Waste01:28
8.05 Increasing the Detail in Value Stream Maps02:46
8.06 Measurement and the Four Dimensions01:30
8.07 Measurement of Partners and Suppliers01:24
8.08 Measurement of Value Stream and Processes01:07
8.09 Process Metrics01:42
8.10 Value Stream and Processes in the SVS01:40
8.11 Relationship between Value Streams and Practices01:06
8.12 Relationship between Value Streams and Processes01:19
8.13 Designing a Workflow01:42
8.14 Workflow Metrics03:37
8.15 Key Takeaways00:27
Knowledge Check

Course 2

ITIL® 4 Specialist: Create, Deliver, and Support
Learn how to create, deliver, and support IT-enabled products and services with the ITIL® 4 CDS Specialist certification. This ITIL 4 specialist training will help you understand service performance, service quality, and improvement, including relevant methods and tools.

ITIL® 4 Specialist: Create, Deliver, and Support

Lesson 01 – Course Introduction07:01
1.01 ITIL 4 Specialist07:01
Lesson 02 – Service Value System to Create, Deliver, and Support Services01:33:43
2.01 Service Value System to Create Deliver and Support Services00:36
2.02 Organizational Structure02:06
2.03 Differences in Organizational Structure03:05
2.04 Roles and Competencies02:35
2.05 Professional IT and service management skills and competencies02:38
2.06 Professional ITSM Skills and Competencies Examples03:33
2.07 Generalist or T-Shaped Models01:59
2.08 Developing a broad set of competencies02:19
2.09 Workforce Planning and Management01:59
2.10 Employee Satisfaction Management02:49
2.11 Results-Based Measuring and Reporting02:05
2.12 Performance Measures01:00
2.13 Team Culture and Differences01:56
2.14 Importance of Cultural Fit01:05
2.15 Team Collaboration and Integration03:05
2.16 Guidelines for a Positive Team Culture02:46
2.17 Continual Improvement Culture02:42
2.18 Collaborative Culture01:53
2.19 Algorithmic and Heuristic Tasks01:54
2.20 Servant Leadership01:01
2.21 Customer-Oriented Mindset01:32
2.22 Customer Orientation01:46
2.23 Customer-Oriented Strategy02:59
2.24 The Value of Positive Communication01:52
2.25 Principles of Communication01:21
2.26 Integration and Data Sharing02:33
2.27 Integration Approaches01:54
2.28 Reporting and Advanced Analytics02:12
2.29 Big Data02:22
2.30 Collaboration and Workflow03:23
2.31 Robotic Process Automation (RPA)01:56
2.32 RPA Technologies03:21
2.33 Artificial Intelligence AI04:41
2.34 Machine Learning03:28
2.35 CI/CD03:18
2.36 Goals and Value Measurement03:24
2.37 Aligning CI/CD with ITIL02:08
2.38 The Value of an Effective Information Model02:45
2.39 Automation of Service Management02:35
2.40 Key Takeaways01:07
Knowledge Check
Lesson 03 – Value Streams to Create, Deliver, and Support43:38
3.01 Value Streams to Create, Deliver, and Support Services00:41
3.02 ITIL Service Value Streams02:13
3.03 Value Streams and Organizations03:08
3.04 Value Stream Considerations – Part One01:33
3.05 Value Stream Considerations – Part Two02:21
3.06 Value Stream Considerations – Part Three01:31
3.07 Designing a Service Value Stream02:09
3.08 Describing a Step of the Value Stream01:58
3.09 Value Stream Mapping02:39
3.10 Key Metrics for Analyzing a Value Stream02:10
3.11 Designing a Value Stream Using Little’s Law01:51
3.12 Value Stream Models01:27
3.13 Development of a New Service02:26
3.14 Six Key Steps of Journey from Demand00:27
3.15 Acknowledge and Document the Service Requirements00:36
3.16 Decide Whether to Invest in the New Service01:00
3.17 Design and Architect the New Service to Meet Customer Requirements00:45
3.18 Obtain or Build within the Service Value Chain01:23
3.19 Deploy Service Components in Preparation for Launch00:41
3.20 Release New Service to Customers and Users01:26
3.21 Upgrade and Restore a Live Service01:36
3.22 Seven Key Steps of Journey from Demand to Value01:21
3.23 Acknowledge and Register the User Query00:30
3.24 Investigate the Query00:40
3.25 Obtain a Fix from the Specialist Team00:45
3.26 Deploy the Fix01:05
3.27 Verify That the Incident Has Been Resolved00:38
3.28 Request Feedback from the User00:43
3.29 Identify Opportunities to Improve the Overall System01:04
3.30 Using Value Streams to Define a Minimum Viable Practice02:21
3.31 Key Takeaways00:30
Knowledge Check
Lesson 04 – Create, Deliver, and Support Services33:15
4.01 Create Deliver and Support Services00:37
4.02 Managing Queues02:32
4.03 Prioritization02:42
4.04 How to Prioritize Work01:04
4.05 Techniques to Prioritize Work – Part One02:31
4.06 Techniques to Prioritize Work – Part Two02:03
4.07 Swarming02:09
4.08 Challenges of Swarming01:16
4.09 Shift-Left Approach02:50
4.10 Build vs. Buy Considerations03:02
4.11 Defining Requirements for Service Components02:42
4.12 Selecting a Suitable Vendor01:59
4.13 Sourcing Models and Options01:37
4.14 Types of Sourcing Models02:10
4.15 Service Integration and Management02:12
4.16 Service Integration and Management Considerations01:22
4.17 Key Takeaways00:27
Knowledge Check

Course 3

ITIL® 4 Specialist: Drive Stakeholder Value
This ITIL® 4 Specialist: Drive Stakeholder Value training covers the engagement and interactions between service providers and customers, users, suppliers, and partners, including key CX, UX, and journey mapping concepts. Learn the skills needed to create a ‘learning and improving’ IT organization.

ITIL 4 Specialist – Drive Stakeholder Value
Lesson 01 – Course Introduction07:46
1.01 Course Introduction07:46
Lesson 02 – The Customer Journey26:31
2.01 The Customer Journey00:29
2.02 The Customer Journey Definition02:32
2.03 The Customer Journey Example01:27
2.04 Customer Journeys and Value Streams01:33
2.05 Mastering the Customer Journey02:03
2.06 Stakeholder Aspirations01:37
2.07 Touchpoints and Service Interactions01:26
2.08 Mapping the Customer Journey01:23
2.09 Personas01:57
2.10 The Customer Experience02:00
2.11 Design the Customer Journey01:35
2.12 Design Thinking03:00
2.13 Leveraging Behavioral Psychology02:00
2.14 Design for Different Cultures01:19
2.15 Measure and Improve the Customer Journey01:29
2.16 Key Takeaways00:41
Knowledge Check
Lesson 03 – Targeting Markets and Stakeholders29:39
3.01 Targeting Markets and Stakeholders00:37
3.02 Importance of Service Needs03:18
3.03 Service Consumers and Their Needs02:03
3.04 External Factors02:23
3.05 Internal Factors02:29
3.06 SWOT Analysis01:37
3.07 Service Objectives and Opportunities02:09
3.08 Risk Assessment01:27
3.09 Service Providers and Their Offerings02:22
3.10 Markets01:57
3.11 Characteristic-Based Market Segmentation01:04
3.12 Need-Based Market Segmentation01:19
3.13 Identify and Analyze Service Consumers01:15
3.14 Targeting Markets02:22
3.15 Targeted Marketing02:39
3.16 Key Takeaways00:38
Knowledge Check
Lesson 04 – Fostering Stakeholder Relationships55:51
4.01 Fostering Stakeholder Relationships00:36
4.02 Stakeholder Relationships02:11
4.03 Communication and Collaboration01:48
4.04 Listening Modes03:35
4.05 Service Relationship Types01:17
4.06 Basic Relationship02:52
4.07 Cooperative Relationship02:36
4.08 Partnership02:20
4.09 Build Service Relationships02:07
4.10 Service Relationship Ladder Step One01:57
4.11 Service Catalog01:33
4.12 Customer Relationship Management01:26
4.13 Service Relationship Ladder Step Two01:29
4.14 The Three Cs of Trustworthiness02:30
4.15 Service Relationship Ladder Step Three02:37
4.16 Service Relationship Ladder Step Four02:10
4.17 Experience and Preferences01:53
4.18 Service Relationship Ladder Step Five03:38
4.19 Assessing Mutual Readiness and Maturity03:31
4.20 Assessing Readiness for Collaboration02:34
4.21 The Service Relationship Management Practice02:10
4.22 Managing Suppliers and Partners02:50
4.23 Service Integrator Activities01:34
4.23 The Supplier Management Practice01:23
4.25 The Supplier Management Practice Success Factors02:29
4.26 Key Takeaways00:45
Knowledge Check
Lesson 05 – Shape Demand and Define Service Offerings53:40
5.01 Shape Demand and Define Service Offerings00:38
5.02 Managing Demand and Opportunities02:34
5.03 Optimizing Capacity01:43
5.04 Shaping or Smoothing Demand02:37
5.05 Service Improvement Opportunities01:10
5.06 Building the Customer Business Case01:27
5.07 Areas of Conflict and Uncertainty01:31
5.08 Conflicting Priorities and Needs02:29
5.09 Building Service Provider Business Case01:13
5.10 Business Analysis01:49
5.11 Roles and Responsibilities Examples02:28
5.12 Managing Requirements01:48
5.13 Separating the Problem from the Solution01:27
5.14 Minimum Viable Product00:43
5.15 User Stories and Story Mapping01:32
5.16 Articulate Requirements01:58
5.17 The MoSCow Method00:59
5.18 Weighted Shortest Job First00:56
5.19 Service Offerings and User Experience01:23
5.20 Lean Thinking02:30
5.21 Aspects of Agile01:36
5.22 Aspects of Agile Continuous Delivery02:30
5.23 Service Blueprint02:10
5.24 Designing for Onboarding02:45
5.25 Selling and Obtaining Service Offerings03:53
5.26 Pricing Options02:41
5.27 Internal and External Sales02:28
5.28 Business Analysis Practice01:28
5.29 Key Takeaways01:14
Knowledge Check
Lesson 06 – Align Expectations and Agree Services34:36
6.01 Align Expectations and Agree Services00:33
6.02 Aligning Expectations01:16
6.03 Value Co-Creation02:29
6.04 Service Interaction Method01:59
6.05 Example of Service Interaction Method01:57
6.06 Inherent and Assigned Characteristics of Services01:49
6.07 Service Consumer Needs and Agreements03:35
6.08 Negotiate and Agree to Services02:19
6.09 Warranty03:57
6.10 Experience01:37
6.11 Negotiate and Agree on Terms and Conditions01:41
6.12 The Service Level Management Practice01:20
6.13 Shared View of Target Service Levels with Customers02:57
6.14 Service Quality Aspects03:06
6.15 The Organization with the Defined Service Levels01:15
6.16 Service Reviews and Improvement Opportunities02:07
6.17 Key Takeaways00:39
Knowledge Check
Lesson 07 – Onboard and Offboard Customers and Users01:10:46
7.01 Onboard and Offboard Customers and Users00:45
7.02 Onboarding Service Customers03:27
7.03 Planning Onboarding01:12
7.04 Relating with Users and Fostering Relationships01:29
7.05 Fostering Relationships with Corporate Users03:18
7.06 Fostering Relationships with Individual Consumers Part One02:39
7.07 Fostering Relationships with Individual Consumers Part Two02:04
7.08 User Engagement and Delivery Channels01:13
7.09 Choice and Design Affecting Trends03:16
7.10 Omnichannel Communication Challenges Part One03:18
7.11 Omnichannel Communication Challenges Part Two02:36
7.12 Enable Users for Service03:00
7.13 Service Catalog and Service Desk01:53
7.14 Elevate User Capabilities03:23
7.15 Elevate Service Provider Capabilities00:53
7.16 Onboarding Goals01:22
7.17 Onboarding Scope02:42
7.18 Onboarding Initiatives Start and End01:17
7.19 Onboarding Customers and Users Onboarding Actions03:18
7.20 User Onboarding03:04
7.21 Onboarding Control02:41
7.22 Reviewing Onboarding Control01:07
7.23 Offboarding Customers and Users02:11
7.24Customer Offboarding01:43
7.25 User Offboarding01:48
7.26 Service Transition Onboarding and Offboarding00:40
7.27 Service Catalog Management Practice02:27
7.28 Service Desk Practice03:14
7.29 User Satisfaction01:03
7.30 Service Desk Practice Success Factors02:13
7.31 Communication Channels Challenges and Solutions02:42
7.32 Effective Integration of Communication Channels01:34
7.33 Key Takeaways01:14
Knowledge Check
Lesson 08 – Continual Value Co-Creation39:21
8.01 Continual Value Co-Creation00:41
8.02 Value Co-Creation02:15
8.03 Service Mindset for Service Provision and Consumption – Part One03:36
8.04 Service Mindset for Service Provision and Consumption – Part Two02:09
8.05 Services with Invisible Users01:49
8.06 Ongoing Service Interactions03:13
8.07 Service Interactions Based on Architecture02:57
8.08 Service Requests02:55
8.09 Service Desk Interactions03:50
8.10 Moments of Truth01:01
8.11 Intelligent Disobedience02:38
8.12 Customer and User Feedback02:20
8.13 Nurturing User Communities02:25
8.14 Super users02:31
8.15 Service Request Management Practice02:29
8.16 Service Request Management Practice – Success Factors01:30
8.17 Key Takeaways01:02
Knowledge Check
Lesson 09 – Service Value Realization42:51
9.01 Service Value Realization00:39
9.02 Value Realization01:23
9.03 Realizing Service Value in Different Settings Part One02:17
9.04 Realizing Service Value in Different Settings Part Two01:50
9.05 Tracking Value Realization02:20
9.06 Tracking Performance Output and Outcome02:59
9.07 Value Driver Framework Model01:52
9.08 Service Profit Chain02:28
9.09 Tracking Experience and Satisfaction01:58
9.10 Ways to Monitor Customer Experience01:58
9.11 Tracking Service Usage01:39
9.12 Assessing and Reporting Value Realization01:18
9.13 Two Levels of Assessing and Reporting Value Realization03:18
9.14 Evaluating Value Realization and Improving Customer Journeys03:01
9.15 Sources of Continual Improvement01:33
9.16 Tracking Assessing and Evaluating Outcomes01:23
9.17 Charging02:57
9.18 Billing02:17
9.19 Portfolio Management Practice03:13
9.20 Portfolio Management Practice – Success Factors01:26
9.21 Key Takeaways01:02
Knowledge Check

Course 4

ITIL® 4 Specialist: High Velocity IT
This ITIL® 4 Specialist: High Velocity IT (HVIT) course will help you understand how the digital enterprises and operating models focus on rapid delivery of their products and services while performing in high velocity environments to gain the maximum value.

ITIL 4 Specialist – High Velocity IT

Lesson 01 – Course Introduction07:16
1.01 Course Introduction07:16
Lesson 02 – High Velocity Nature of Digital Enterprise28:54
2.01 High Velocity Nature of Digital Enterprise00:33
2.02 Key Concepts of High Velocity IT02:11
2.03 Digital Technology00:46
2.04 Digital Organization02:24
2.05 Digital Transformation01:19
2.06 IT Transformation03:16
2.07 Digital Products01:20
2.08 Service Interactions02:02
2.09 High Velocity IT Objectives03:13
2.10 Techniques for Valuable Investments02:31
2.11 Techniques for Fast Development03:35
2.12 Techniques for Resilient Operations02:03
2.13 Techniques for Co-Created Value02:09
2.14 Techniques for Assured Conformance01:01
2.15 Key Takeaways00:31
Knowledge Check
Lesson 03 – Digital Product Life Cycle28:17
3.01 Digital Product Life Cycle00:36
3.02 ITIL Operating Model02:54
3.03 Digital Product Life Cycle03:05
3.04 Digital Product Life Cycle: Customer’s Perspective02:17
3.05 The ITIL Service Value Chain01:59
3.06 Value Chain Activities Combined with DevOps02:07
3.07 Service Consumer and Service Provider Interactions01:58
3.08 Value Streams01:19
3.09 Making Value Streams Effective02:40
3.10 The Four Dimensions of Service Management01:58
3.11 Information and Technology01:52
3.12 Partners and Suppliers01:06
3.13 Value Streams and Processes01:56
3.14 Four Dimensions: External Factors01:53
3.15 Key Takeaways00:37
Knowledge Check
Lesson 04 – HVIT Approaches46:05
4.01 High Velocity IT Approaches00:33
4.02 Key Characteristics of High Velocity IT.02:29
4.03 Lean02:21
4.04 Agile03:22
4.05 Resilient02:03
4.06 Continuous01:44
4.07 HVIT Characteristics to Co-create Value01:54
4.08 Key Behavior Patterns03:33
4.09 Models and Concepts of HVIT Culture01:10
4.10 Ethics01:24
4.11 Ethical Behavior02:15
4.12 Ethical Behavior – Artificial Intelligence01:27
4.13 Ethics – Typical Behavior Patterns00:32
4.14 Design Thinking01:38
4.15 Design Thinking: Behavior Patterns00:45
4.16 Safety Culture01:49
4.17 Working in Complex Environments01:57
4.18 Complexity Thinking: Cynefin Model02:56
4.19 Working in Complex Environments Behavior: Patterns01:28
4.20 Lean Culture01:21
4.21 Elements of Lean Culture02:13
4.22 Lean Culture Behavior: Patterns00:38
4.23 ITIL Continual Improvement Model01:09
4.24 Toyota Kata02:38
4.25 The OODA Loop01:09
4.26 Continual Improvement Behavior: Patterns00:37
4.27 Key Takeaways01:00
Knowledge Check
Lesson 05 – High Velocity IT Techniques03:08:36
5.01 High Velocity IT Techniques00:36
5.02 Valuable investments03:19
5.03 Prioritization Techniques01:59
5.04 Other Prioritization Techniques01:55
5.05 Minimum Viable Products and Services02:09
5.06 Practices for Minimum Viable Products and Services01:34
5.07 Product or Service Ownership03:07
5.08 AB Testing01:55
5.09 Portfolio Management03:14
5.10 Portfolio Management Practice – Success Factors00:54
5.11 Ensuring Sound Investment Decisions02:57
5.12 Ensuring Continual Improvement of Portfolios02:49
5.13 Fast Development03:30
5.14 Infrastructure as Code02:57
5.15 Practices for Infrastructure as Code01:42
5.16 Loosely Coupled Information System Architecture02:41
5.17 Practices for Loosely Coupled Information System Architecture01:21
5.18 Reviews and Retrospectives02:06
5.19 Blameless Postmortems02:15
5.20 Continual Business Analysis02:11
5.21 Practices for Continual Business Analysis01:48
5.22 Continuous Integration, Delivery, and Deployment03:33
5.23 Practices for CI-CD01:12
5.24 Continuous Testing02:58
5.25 Types of Software Testing03:37
5.26 Kanban02:22
5.27 Architecture Management01:55
5.28 Architecture Management Success Factors03:21
5.29 Business Analysis01:38
5.30 Business Analysis: Success Factors03:44
5.31 Deployment Management.03:13
5.32 Service Validation and Testing03:22
5.33 Service Validation and Testing: Success Factors04:16
5.34 Factors for Test strategy04:12
5.35 Software Development and Management01:38
5.36 Software Development and Management: Success Factors03:16
5.37 Resilient Operations03:03
5.38 Technical Debt03:15
5.39 Chaos engineering01:42
5.40 Chaos Monkey02:51
5.41 Definition of Done02:29
5.42 Definition of Done: Considerations01:42
5.43 Definition of Done: High Impact Practices02:48
5.44 Version Control02:31
5.45 Version Control: High Impact Practices01:20
5.46 AIOps02:16
5.47 AIOps: High Impact Practices01:29
5.48 ChatOps02:35
5.49 Site Reliability02:53
5.50 Site Reliability Engineering – High Impact Practices02:11
5.51 Availability Management02:47
5.52 Availability Management: Success Factors03:21
5.53 Capacity and Performance Management01:47
5.54 Capacity and Performance Management: Success Factors01:56
5.55 Measure, Assess, and Report Performance and Capacity02:17
5.56 Monitoring and Event Management02:09
5.57 Monitoring and Event Management – Success Factors02:47
5.58 Ensuring Availability of Data02:11
5.59 Problem Management01:41
5.60 Service Continuity Management01:23
5.61 Service Continuity Management – Success Factors02:50
5.62 Infrastructure and Platform Management02:07
5.63 Infrastructure and platform management: Success factors02:51
5.64 Meeting the Organization’s Needs02:35
5.65 Co-Created Value02:18
5.66 Co-Created Value in HVIT Environments02:31
5.67 Service Experience02:59
5.68 Assured Conformance02:04
5.69 DevOps Audit Defense Toolkit02:07
5.70 DevSecOps02:32
5.71 Peer Review02:05
5.72 Information Security Management01:45
5.73 Information Security Management: Success Factors04:07
5.74 Risk Management01:59
5.75 Establish Governance and Nurture Culture02:06
5.76 Risk Analysis03:18
5.77 Key Takeaways01:42
Knowledge Check


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  • Blended Learning with Virtual Classes
  • Access to new courses every quarter
  • 100% satisfaction guarantee

You Will Get Certification After Completetion This Course.

Instructor Led Lectures
All IT Tutor Pro Formerly It Nuggets Courses replicate a live class experience with an instructor on screen delivering the course’s theories and concepts.These lectures are pre-recorded and available to the user 24/7. They can be repeated, rewound, fast forwarded.
Visual Demonstrations, Educational Games & Flashcards
IT Tutor Pro Formerly It Nuggets recognizes that all students do not learn alike and different delivery mediums are needed in order to achieve success for a large student base. With that in mind, we delivery our content in a variety of different ways to ensure that students stay engaged and productive throughout their courses.
Mobile Optimization & Progress Tracking
Our courses are optimized for all mobile devices allowing students to learn on the go whenever they have free time. Students can access their courses from anywhere and their progress is completely tracked and recorded.
Practice Quizzes And Exams
IT Tutor Pro Formerly It Nuggets Online’s custom practice exams prepare you for your exams differently and more effectively than the traditional exam preps on the market. Students will have practice quizzes after each module to ensure you are confident on the topic you are learning.
World Class Learning Management System
IT Tutor Pro Formerly It Nuggets provides the next generation learning management system (LMS). An experience that combines the feature set of traditional Learning Management Systems with advanced functionality designed to make learning management easy and online learning engaging from the user’s perspective.

Frequently Asked Questions

How does online education work on a day-to-day basis?
Instructional methods, course requirements, and learning technologies can vary significantly from one online program to the next, but the vast bulk of them use a learning management system (LMS) to deliver lectures and materials, monitor student progress, assess comprehension, and accept student work. LMS providers design these platforms to accommodate a multitude of instructor needs and preferences.
Is online education as effective as face-to-face instruction?
Online education may seem relatively new, but years of research suggests it can be just as effective as traditional coursework, and often more so. According to a U.S. Department of Education analysis of more than 1,000 learning studies, online students tend to outperform classroom-based students across most disciplines and demographics. Another major review published the same year found that online students had the advantage 70 percent of the time, a gap authors projected would only widen as programs and technologies evolve.
Do employers accept online degrees?
All new learning innovations are met with some degree of scrutiny, but skepticism subsides as methods become more mainstream. Such is the case for online learning. Studies indicate employers who are familiar with online degrees tend to view them more favorably, and more employers are acquainted with them than ever before. The majority of colleges now offer online degrees, including most public, not-for-profit, and Ivy League universities. Online learning is also increasingly prevalent in the workplace as more companies invest in web-based employee training and development programs.
Is online education more conducive to cheating?
The concern that online students cheat more than traditional students is perhaps misplaced. When researchers at Marshall University conducted a study to measure the prevalence of cheating in online and classroom-based courses, they concluded, “Somewhat surprisingly, the results showed higher rates of academic dishonesty in live courses.” The authors suggest the social familiarity of students in a classroom setting may lessen their sense of moral obligation.
How do I know if online education is right for me?
Choosing the right course takes time and careful research no matter how one intends to study. Learning styles, goals, and programs always vary, but students considering online courses must consider technical skills, ability to self-motivate, and other factors specific to the medium. Online course demos and trials can also be helpful.
What technical skills do online students need?
Our platform typically designed to be as user-friendly as possible: intuitive controls, clear instructions, and tutorials guide students through new tasks. However, students still need basic computer skills to access and navigate these programs. These skills include: using a keyboard and a mouse; running computer programs; using the Internet; sending and receiving email; using word processing programs; and using forums and other collaborative tools. Most online programs publish such requirements on their websites. If not, an admissions adviser can help.