Chapter 3 IT Operations

The purpose of this research is to know the priority IT process in IT department at XYZ Organization and to know the level of capability in each IT process priority at IT department at XYZ organization. The data used and processed in this research were obtained from interviews with IT Director, IT Governance Supervisor, IT Development Supervisor, IT Operations Supervisor and Information Management Supervisor, and also observed the processes in the IT department. The result is obtained by priority IT processes and the level of capability in each of the priority IT processes at XYZ Organization. Based on the case study analysis, in order to create IT governance in accordance with the standards in the COBIT 5 framework, the organization have to improve IT governance thoroughly and continuously and fulfill the criteria in the COBIT 5 framework for all IT process in XYZ Organization.

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DevOps, DevSecOps, AIOPS- Paradigms to IT Operations

Lecture Notes in Electrical Engineering - Evolving Technologies for Computing, Communication and Smart World ◽

10.1007/978-981-15-7804-5_16 ◽

2020 ◽

pp. 211-221

Author(s):

Abhijit Sen

Keyword(s):

It Operations

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IT Service Catalogs: Realizing Greater Value from IT Operations

Executive's Guide to IT Governance ◽

10.1002/9781118540176.ch12 ◽

2013 ◽

pp. 217-228

Keyword(s):

It Service ◽

It Operations

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Skills, Management of Skills, and IT Skills Requirements

Managing IT Skills Portfolios ◽

10.4018/978-1-59140-515-3.ch001 ◽

2011 ◽

pp. 1-25

Author(s):

Makoto Nakayama ◽

Norma Sutcliffe

Keyword(s):

Information Technology ◽

Information System ◽

Human Resource ◽

Effective Management ◽

Firm Level ◽

Systems Security ◽

Key Issues ◽

It Skills ◽

Skill Shortages ◽

It Operations

Information technology (IT) skill shortages appear at the market level occasionally—usually for emerging technologies, unanticipated challenges, and/or unresolved issues such as systems security. Even when a market-level skill shortage does not exist, a firm can still suffer from skill shortages for its critical information system (IS) project and/or IT operations unless the firm plans and manages its needs for IT skills. This chapter first surveys IT skills at the market level and then at the firm level to gain a perspective on the issues. Attention turns to the nature and characteristics of skills in general—not just IT skills—by reviewing past literature. The management of skills is deeply rooted in the management of knowledge, skills, and abilities (KSAs) and human resource practices of the firm. Key issues and lessons are drawn from the literature in those areas. We conclude by considering the nature and characteristics of IT skills in developing an agenda for the effective management of IT skills.

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Information Technology Service Management and Opportunities for Information Systems Curricula

Information Systems and New Applications in the Service Sector ◽

10.4018/978-1-60960-138-6.ch010 ◽

2011 ◽

pp. 173-182

Author(s):

Sue Conger

Keyword(s):

Information Technology ◽

Information Systems ◽

Operations Management ◽

Service Management ◽

It Management ◽

It Service Management ◽

It Service ◽

Technology Service ◽

Information Technology Service ◽

It Operations

Historically, information systems (IS) programs have taught two of the three areas of information technology (IT) management: strategy and management, and applications development. Academic programs have ignored the third area, IT operations. IT operations management is becoming increasingly important as it is recognized as consuming as much as 90% of the IT budget and as acquisition of software becomes more prevalent than development of custom applications. Along with the shift of management focus to IT operations, standards such as the IT infrastructure library (ITIL) have been adopted by businesses to guide the development of processes for IT operations that facilitate evolution to IT service management. This shift to servitizing IT management, creates an opportunity for IS programs to align with business practices by innovating in the teaching of IT service management. Several methods of incorporating ITSM material into educational programs are explored.

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Contracting Mechanisms in the IS/IT Outsourcing Phenomenon

Encyclopedia of Information Science and Technology, First Edition ◽

10.4018/978-1-59140-553-5.ch104 ◽

2005 ◽

pp. 590-595

Author(s):

Abdulwahed Mohammed Khalfan ◽

Majed Z. Al-Hajery ◽

Khamis Al-Gharbi

Keyword(s):

Business Environment ◽

It Outsourcing ◽

It Services ◽

Viable Option ◽

High Quality ◽

External Vendors ◽

And Control ◽

It Operations

As organisations need diverse and high quality IS/IT services to survive and excel in the rapidly changing business environment (Lacity & Willcocks, 2001), regular attempts have been made by organisations to sustain competitiveness through increasing their investments in IS/IT operations and resources. However, this has pushed for pursuing different options and alternatives as organisations strive to maximise their flexibility and control (Lacity, Willcocks, & Feeny, 1996). To accomplish this objective, more and more organisations are constantly looking to IS/IT outsourcing by external vendors as a viable option rather than pursuing in-house IT developments (Lacity & Willcocks).

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Information technology competency and organizational agility: roles of absorptive capacity and information intensity

Information Technology and People ◽

10.1108/itp-12-2018-0560 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Cited By ~ 1

Author(s):

Hongyi Mao ◽

Shan Liu ◽

Jinlong Zhang ◽

Yajun Zhang ◽

Yeming Gong

Keyword(s):

Information Technology ◽

Absorptive Capacity ◽

General Level ◽

Organizational Agility ◽

Content Type ◽

Technology Competency ◽

Information Intensity ◽

It Knowledge ◽

It Operations

PurposeScholars have examined the possible relationship between information technology (IT) and organizational agility. Although the general-level effect of IT is undisputed, empirical research on how different types of IT contribute to various aspects of organizational agility remains scarce. Therefore, this study aims to propose an integrated framework of internal capability and external environment to address this research gap.Design/methodology/approachThis study investigates the potential mediating effects of absorptive capacity and the moderating effects of information intensity in the IT‒agility relationship. With a dataset comprising 165 organizations in China, this work provides empirical evidence that the effects of absorptive capacity and information intensity are multifaceted and nuanced, thereby revealing the latent mechanisms of IT competency and organizational agility.FindingsAbsorptive capacity partially mediates the effects of IT knowledge and IT operations on market capitalizing agility and fully mediates their effects on operational adjustment agility. However, no direct or indirect effects of IT objects are found on both types of organizational agility. Information intensity also positively moderates the effects of IT operations and IT objects on absorptive capacity. However, no significant moderation is found with regard to IT operations.Originality/valueThis study provides novel insights by demonstrating clearly the different mediating roles of absorptive capacity in the relationship among various types of IT competency and diverse aspects of organizational agility. This work also underscores the moderating role of information intensity in shaping absorptive capacity through IT competency.

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