Operate
ITSM and ISO/IEC 20000
Service management training for teams who are running services under an SLA and have discovered that the process matters more than the tooling. Delivered in-company, on your own service catalogue and your own tickets.
Duration
Two to four days, in-company
Built on
ISO/IEC 20000-1 · ITIL practices · ISO/IEC 27001
Indicative price
On request
Who this is for
Service desk manager
Has a queue, an SLA and no consistent way of working.
IT director
Is being measured on service quality with no agreed definition of it.
Managed service provider
Has to demonstrate a service management system to a client.
Quality manager
Runs other management systems and has been asked to extend to IT services.
Everyone has a ticket tool. Few have a service management system.
Almost every IT team has a tool with queues, priorities and SLAs configured in it. Far fewer have agreement on what a priority one actually is, who may declare one, when the clock starts, what happens when a customer and the team disagree about severity, or how a recurring incident becomes a problem record that anyone ever closes. The tool implies a system and does not create one.
The symptom is always the same conversation: the dashboard says ninety-four per cent of tickets met their SLA, and the client is unhappy. Both are true. The measurement is of the thing that was easy to measure, and the customer's experience of the service is somewhere else entirely — usually in the tickets that were reclassified, the ones that were closed and reopened, and the work that never became a ticket at all.
ISO/IEC 20000-1 is the international standard for a service management system, and it is genuinely useful as a structure rather than as a certificate. It forces the questions that teams avoid: what services do we actually offer, what does each one commit to, who is accountable for it, and how do we know it is being delivered. ITIL provides the practices; the standard provides the frame that makes them auditable.
This programme teaches both against your own material — your service catalogue if you have one, your actual tickets, your real SLA. The most valuable hour is usually spent discovering that two teams have different definitions of a resolved ticket.
This is a programme, not a certification course, and the distinction matters when you are choosing. If a named individual needs a credential, the accredited ISO/IEC 20000 track is the route, and it is on this site. If a team needs to agree what a priority one is and write down a service catalogue that matches reality, that is this. Most organisations eventually buy both, and in that order.
How we do it
- 01
Service discovery
2–3 days
What services you actually deliver, to whom, with what commitments. Most organisations find this list is different from the one in the tool.
- 02
Current state
2–3 days
A read of real tickets: classification consistency, reclassification patterns, reopens, and the work that never becomes a ticket. Findings given to you in writing.
- 03
Programme design
2 days
Modules by role — service desk, resolver groups, service owners, management — since each needs something different from the same standard.
- 04
Delivery
2–4 days
In-company, on your catalogue and your tickets, in English or French.
- 05
Artefacts
within the programme
The group defines its own priority matrix, escalation path and service definitions during the sessions. These are the deliverables; the training is how they get written.
- 06
Follow-up
30 days
One session after the definitions have met reality, because they always need one adjustment.
Named artefacts
What you receive
- Service catalogue, drafted with you during the programme
- Priority and severity matrix the teams agreed, in writing
- Escalation path with named roles
- Incident, problem and change definitions that the teams actually use
- Ticket analysis findings — classification consistency, reopens, reclassification
- Delivered sessions by role group, English or French
- Attendance and assessment records
- A thirty-day follow-up session
What we need from you
- Access to real tickets. Training on a hypothetical queue teaches nothing.
- The service owners, not only the service desk. Half the definitions cannot be agreed without them.
- Willingness to change the tool afterwards. If the configuration cannot follow the definitions, the definitions will lose.
- One person empowered to settle a disagreement about priority. There will be one.
What changes
- 01One agreed definition of priority, resolution and escalation across teams.
- 02A service catalogue that matches what you actually deliver.
- 03Measurement that reflects the customer's experience rather than what was convenient to count.
- 04Recurring incidents become problem records with owners.
- 05The structure ISO/IEC 20000-1 expects, whether or not you pursue certification.
What it costs
On request
All prices exclude VAT.
Questions
Should we do this or the accredited certification?
They answer different questions. Certification credentials an individual against ISO/IEC 20000-1; this programme produces the artefacts your team will actually use — the service catalogue, the priority matrix, the escalation path. If you are heading towards certification, doing the programme first means your Lead Implementer arrives with a real system to describe rather than a blank page.
Is this ITIL training?
It uses ITIL practices, because they are the common vocabulary and most teams have some exposure to them. The frame is ISO/IEC 20000-1, because that is what an auditor or a client will assess against. If you want ITIL certification specifically, that is a different purchase and we will say so.
We are a managed service provider. Does this help us answer client questionnaires?
Yes, and that is a common reason for buying it. The artefacts — service definitions, priority matrix, escalation path, measurement — are exactly what a client's due diligence asks for, and they are far more convincing than a screenshot of a dashboard.
Can this run alongside an ISO 27001 implementation?
Yes, and there are real savings in doing so. Both standards share management system machinery, and the incident process in particular overlaps. We would scope them as one piece of work with two outputs.
What does it cost?
On request. Scoped on the number of role groups, the days delivered and whether the ticket analysis is included.
Leave with your top three risks documented
Thirty minutes with a senior practitioner. No slideware, no sales engineer.