Private corporate batches, live online cohorts and 1-on-1 mentoring in designing and running ITSM practices — service desk, catalogue, incident, problem, change, configuration data and service levels — taught by a practitioner who runs it in production.
20 years across DevOps, SRE and Security · 10,000+ engineers trained · Trained teams at JPMorgan Chase, Verizon, Nokia and the World Bank
Principal DevOps Engineer & Architect
Rajesh teaches IT Service Management as design work rather than terminology: building a request catalogue item from intake to fulfilment, writing a priority matrix that produces defensible decisions under pressure, defining a CMDB scope narrow enough to stay accurate, and replacing change advisory board theatre with change models and automated standard changes that pass audit. Sessions run against a live ITSM platform, and cover the integration points most courses avoid — service management alongside on-call, pipelines and SRE practice — so attendees leave with workflows they can implement rather than definitions they can recite.
Twenty years across DevOps, SRE and Security, in principal and architect roles at PayPay, SoftwareAG, ServiceNow, JDA Software, Intuit, Adobe and others. He has trained engineers at JPMorgan Chase, Verizon, Nokia, the World Bank, VMware, Oracle, Mercedes-Benz and Airbus — more than 10,000 people personally. He teaches what he runs, not what he reads.
You are booked with a named engineer, and that is who turns up. Marketplaces and larger providers rotate whoever is free, so the person who sold you the agenda is rarely the person teaching it.
The same trainer is available for the next engagement, which matters when a team builds on what it learned last time.
Your batch is assigned a named trainer before it starts, and that is who teaches it. See the full faculty.
Engagements are matched on the tool, not the calendar. For IT Service Management that means a trainer who has run it in production — designing and running ITSM practices — service desk, catalogue, incident, problem, change, configuration data and service levels — rather than whoever is free that week. You are told who is teaching before you commit, and that person is on the discovery call that shapes the agenda.
Where a batch is large enough to need a second trainer, the pairing is declared up front. The lead trainer stays accountable for the syllabus and the assessment either way.
Principal DevOps Engineer & Architect
Twenty years across DevOps, SRE and Security in principal and architect roles at PayPay, SoftwareAG, ServiceNow, JDA Software, Intuit, Adobe, IBM/Emptoris, Ness, MindTree and Accenture. He has trained more than 10,000 engineers personally, at organisations including JPMorgan Chase, Verizon, Nokia, the World Bank, VMware, Oracle, Mercedes-Benz and Airbus. He teaches what he runs, not what he reads.
Teams of 8–30
Custom agenda, your timezone, onsite or online, NDA-friendly.
Request a quoteIndividual engineers
A private instructor and a curriculum built around your goal.
₹99,999Individuals who want peers
Scheduled batch, max 8 to 10 hours of live instruction.
₹34,999A private batch starts with a discovery call. We look at the stack you actually run — the CI system, the cloud, the constraints — and map the agenda onto it, so examples use your topology rather than a generic one.
Delivery is onsite at your premises, live online, or hybrid, scheduled around your release calendar rather than ours. Batches run 8 to 30 engineers.
Every attendee leaves with recordings, slides, lab repositories and a completion certificate. You receive an attendance and assessment report. Invoicing supports PO and GST.
Talk to us about a private IT Service Management batchIT Service Management is the practice of running IT as a set of services with owners, agreed levels and a defined way of being asked for, changed, fixed and improved. A service is what the consumer experiences — payroll runs, the ordering system works, a laptop arrives configured on day one — and ITSM is the workflow, data and accountability that stands behind it. The systems and the people are the raw material; the service is the promise.
This is deliberately a practitioner course rather than a framework course. ITIL, VeriSM, FitSM and COBIT describe what good service management looks like; implementing it means answering much more specific questions. What does a priority matrix produce at three in the morning, and who has authority to raise it? Which requests belong in a catalogue, and what does each fulfilment workflow actually do? What configuration items go in the CMDB, and how are they kept true? Which changes need a review board and which are standard and pre-approved because a pipeline runs them a hundred times a week? What does an SLA measure, and does it correspond to anything the customer feels?
The course covers the operational practices — service desk and request fulfilment, incident and major incident, problem, change enablement, release, configuration and asset, service level and knowledge management — and how they are built in a real tool such as ServiceNow, Jira Service Management or an equivalent platform. It also covers the modern tension directly: how service management coexists with DevOps and SRE, where the traditional change advisory board becomes a bottleneck with no risk benefit, and what to replace it with so control is preserved and delivery is not slowed to a crawl.
Service management is the layer most organisations discover they need only after something visible fails. Delivery speeds up, cloud and SaaS multiply the number of moving parts, suppliers own more of the stack, and the questions that follow an outage — what changed, who owns this, what did we promise, where is the record — turn out to be service management questions rather than technical ones.
The practice itself has been under pressure to modernise. A change process designed for quarterly releases becomes an obstacle when teams deploy daily, and a CMDB maintained by hand is out of date before it is published. The organisations that resolve this are not the ones that abandon service management, but the ones that redesign it: standard changes generated from pipelines, configuration data populated by discovery rather than by forms, self-service that removes ticket categories entirely, and service levels expressed in terms customers recognise.
Demand has also spread beyond IT. The same platforms now run HR onboarding, facilities and finance requests as enterprise service management, and multi-supplier estates need service integration across vendors who each report their own numbers. That has made ITSM design skills — workflow, data model, catalogue, measurement — more valuable than familiarity with any one product's screens.
What a service actually is, and how to define one that survives contact with an org chart. Service portfolio versus catalogue, ownership, business and technical service mapping, and an honest tour of ITIL 4, VeriSM, FitSM and COBIT — what each is for, and how to take the parts you need instead of adopting a framework wholesale.
Topics: Defining a service: outcome, consumer, owner, cost and risk · Service portfolio, catalogue and the pipeline of what is coming · Business services versus technical services, and mapping between them · Framework landscape: ITIL 4, VeriSM, FitSM, COBIT and ISO/IEC 20000 · Adopting practices selectively without losing coherence · Value streams across practices rather than practices in isolation · Governance, ownership and where service management sits organisationally
The front door. Intake channels and what each one costs to serve, triage and categorisation that later reporting depends on, request catalogue design, fulfilment workflow with approvals and automation, and self-service that genuinely deflects rather than annoys.
Topics: Intake channels: portal, chat, phone, email and in-person support, and what each costs to serve · Categorisation models and why most of them collapse within a year · Request catalogue design: naming, grouping and the questions to ask the requester · Fulfilment workflows, approvals and task assignment · Automation of fulfilment: account creation, access, provisioning · Self-service, knowledge-first design and measured deflection · Shift-left: moving work from second line to first line to self-service · Customer experience measurement beyond a satisfaction score
Restoring service, fast. Detection and logging, a priority matrix based on impact and urgency that produces defensible decisions, escalation and hierarchic notification, and the major incident procedure — roles, bridge discipline, communications cadence and the handover to problem management.
Topics: Incident logging, categorisation and first-line diagnosis · Impact, urgency and a priority matrix that survives argument · Functional and hierarchic escalation, and when to invoke each · Major incident declaration criteria and roles · Bridge calls, communication cadence and stakeholder updates · Integration with monitoring, alerting and on-call rotas · Incident records that are usable as evidence afterwards · Measuring restoration rather than ticket closure
The practice most organisations claim and few operate. Reactive and proactive problem identification, analysis techniques that go past the first plausible cause, the known error database and its honest limits, and — the part that matters — getting fixes onto an engineering backlog with an owner instead of a permanent workaround.
Topics: Reactive and proactive problem identification from incident trend data · Analysis techniques: five whys, fault tree, chronological, Kepler-Tregoe · Known errors, workarounds and their expiry · Prioritising problems by recurrence, cost and risk · Getting remediation onto an engineering backlog with a named owner · Blameless post-incident review and how it relates to problem records · Measuring problem management by incidents prevented, not records raised
Control without gridlock. Change models by type and risk, standard changes pre-approved and automated, risk and impact assessment that uses evidence, the review board question — what a CAB is genuinely good for and what it is not — and release and deployment practice alongside a delivery pipeline.
Topics: Change models: standard, normal, emergency and their authority levels · Risk and impact assessment, and scheduling around business calendars · Standard changes generated and evidenced automatically from pipelines · Change advisory boards: what they add, what they only delay, and alternatives · Emergency change and retrospective approval that stands up to audit · Release and deployment practice, and their relationship to change records · Change failure rate and change lead time as the honest measures · Freeze periods, dependencies and coordinating a change calendar
The data layer everything else quietly depends on. Deciding CMDB scope by the questions it must answer, the CI model and relationships, discovery and reconciliation, data quality as an ongoing operation, and the distinction between IT asset management and configuration management that most implementations blur.
Topics: Scoping a CMDB by the decisions it must support · Configuration item types, attributes and relationship modelling · Discovery, integration sources and reconciliation rules · Data quality: completeness, accuracy, staleness and ownership · Service mapping and dependency views used in incident triage · IT asset management: lifecycle, licensing, contracts and disposal · Why CMDB projects fail, and how to scope one that does not · Using configuration data in change risk assessment
Promising something meaningful and then improving it. SLA, OLA and underpinning contract design, measuring what the customer experiences rather than what is easy to instrument, experience-level measures, knowledge management that keeps articles current, and an improvement register that closes items rather than collecting them.
Topics: SLA design: what to measure, exclusions, clocks and reporting periods · OLAs and underpinning supplier contracts that actually support the SLA · Availability and service reporting people will read · Experience-level measures alongside technical service levels · Knowledge management: article lifecycle, ownership, review and retirement · Service reviews with customers and with suppliers · Continual improvement register: intake, prioritisation, closure · Metrics that drive the wrong behaviour, and how to spot them
Making it real. Selecting and implementing an ITSM platform, building workflows, forms, approvals and integrations without customising into a corner, service integration across multiple suppliers, enterprise service management beyond IT, and the working relationship with DevOps and SRE practice.
Topics: Platform selection on requirements and workflow fit rather than demo · Implementation approach: phasing, data migration, out-of-the-box versus customisation · Workflow, form and approval design; automation and integration patterns · Integrating with monitoring, on-call, CI/CD and cloud provisioning · Service integration and management across multiple suppliers · Enterprise service management: HR, facilities and finance on the same platform · ITSM alongside DevOps and SRE — SLOs, error budgets and on-call versus SLAs and shifts · Migration and rollout without losing the operational day
We rebuild the agenda around the tools you actually run.
Request a custom agendaDesign a request from intake questions through approval to automated fulfilment, then measure how much of the fulfilment can be removed from human hands.
Run a tabletop with declared roles, a priority decision that has to be defended, a communications cadence, and a handover into a problem record.
Convert a recurring manual change into a pre-approved standard change model and wire a deployment pipeline to raise, evidence and close the record automatically.
Scope a CMDB by the questions it must answer, model CIs and relationships for one service, populate it from discovery and resolve two sources that disagree.
Design service levels with clocks, exclusions and supporting OLAs, then report a month of real data and check whether the numbers match what users experienced.
Deliver the full design for one business area — practices, workflows, configuration data, service levels, integrations with delivery tooling and a phased rollout plan.
Billed yearly at ₹9,996
Max 8 to 10 hours of live instruction
Full program, private instructor
8–30 engineers · custom agenda · onsite or online · PO and GST invoicing
Refunds. If we cancel or postpone a cohort, you get a full refund within 15 days. There is no money-back guarantee otherwise.
Terms. Course material remains licensed to the attendee. Read the terms.
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Certificate of completion
Rajesh is a very good trainer I have experienced in DevSecOps training. The number of contents in different topics he has posted on the DevOpsSchool public website are amazing and user friendly for beginners and experienced professionals.
The trainer (Rajesh) provided very good sessions on SRE profession. Not only hands-on learning on the tools but also SRE mindset.
Very good training session. Well explained from the basics to the complex concepts. Also tried to cover practicals and demos within the 3 hour sessions. The learning content and videos are of a great deal of help.
Basics explanation was exemplary from Rajesh where he dealt with complicated topics to be simple. Great learning stuff personally for me.
Very detailed explanation and has lots of patience in attending the questionnaire. Thanks again for your wonderful sessions.
Good discussion, helped us to understand different tools in SRE.
| What matters | YouTube + blogs | Generic online course | Freelance marketplace | DevOpsSchool |
|---|---|---|---|---|
| Named practitioner | No | Rarely | Varies per booking | Yes — same trainer each time |
| Production experience | Unknown | Unknown | Unverified | 20 years, named employers |
| Custom agenda | No | No | Sometimes | Built from your stack |
| Onsite delivery | No | No | Sometimes | Yes |
| Lab environment | None | Sandbox that expires | Varies | Your own cloud — skill goes with you |
| Assessment | None | Quiz | Rarely | Assignments + capstone per module |
| Per-attendee certificates | No | Sometimes | Rarely | Yes |
| Corporate invoicing | No | Limited | Varies | PO and GST |
| Post-training support | None | Forum, time-limited | None | Lifetime forum access |
Tell us the team, the stack and the timeline. You'll get a straight answer, not a sales sequence.
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