scholarly journals Analisis Struktur Service Desk di Perguruan Tinggi (Studi Kasus: Institut Teknologi Sepuluh Nopember Surabaya)

Sisfo ◽  
2019 ◽  
Vol 09 (01) ◽  
Author(s):  
Anisah Herdiyanti ◽  
Mona Syahmi ◽  
Tony Dwi Susanto
Keyword(s):  
Service Desk

scholarly journals Proposta de um Repositório de Conhecimentos em Governança de TIC

2012 ◽  
Author(s):  
Gabriel Ulian Briganó ◽  
Jacques Duílio Brancher ◽  
Rodolfo Miranda de Barros
Keyword(s):  
Service Desk

O presente artigo propõe um repositório de conhecimentos em governança de TIC, que tem como principais objetivos torna-la mais próxima aos empresários, organizando e controlando o seu desenvolvimento nas organizações, e também, fornecendo informações para pesquisas e desenvolvimento de estudos na área. O repositório tem se mostrado muito eficiente, alcançando resultados satisfatórios, como no caso da implantação de um service desk no departamento de computação da Universidade Estadual de Londrina. A partir da aplicação de um processo de análise, o repositório sugere meios para as organizações obterem um melhor desenvolvimento de sua governança de TIC, isto faz dele uma ferramenta muito útil e poderosa.

scholarly journals The AskIT Service Desk: A Model for Improving Productivity and Reducing Costs

2016 ◽  
Author(s):  
Phillip Lynn Ashcraft ◽  
Blythe G. Fogle ◽  
Susan M. Cummings ◽  
Leon Lopez
Keyword(s):  
Service Desk ◽  
Reducing Costs

Conveying Complexity in Contemporary Academic Library Service Models

2020 ◽  
Vol 15 (1) ◽  
Author(s):  
Barbara Sobol
Keyword(s):  
Academic Library ◽  
Library Services ◽  
Service Model ◽  
Library Service ◽  
University Environment ◽  
Campus Engagement ◽  
Service Desk ◽  
Fundamental Goal ◽  
Service Models

This article will provide both practical and critical insights into contemporary library service practices using the UBC Okanagan service model redesign as a case study. In 2018 the service desk at UBC Okanagan Library was redesigned into a service zone with a fundamental goal of increasing the prominence of complex library services. By improving the visibility of research support within a newly conceptualized service zone, we addressed inclusivity through design and staffing practices while facilitating campus engagement through programming. This article offers a contribution to the ongoing discussion of consolidated service models and challenges the profession to continue experimenting with service model design and delivery in order to support diverse library patrons in an increasingly neoliberal university environment.

Improving ICT Governance

2009 ◽  
pp. 178-190 ◽  
Author(s):  
Mark Toleman ◽  
Aileen Cater-Steel ◽  
Brian Kissell ◽  
Rob Chown ◽  
Michael Thompson
Keyword(s):  
Radical Change ◽  
Service Level ◽  
Information And Communications Technology ◽  
Communications Technology ◽  
Service Level Agreements ◽  
Operational Effectiveness ◽  
Service Desk ◽  
Reporting Structure ◽  
Corporate Goals ◽  
The University

Acting upon the recommendations of a review of information and communications technology (ICT) governance and services at USQ, a major restructure was effected merging ICT units previously scattered across the university. The new Division of ICT Services embodies both CobiT and ITIL principles. To ensure the radical change was managed professionally, a change manager was seconded to the project. The value and importance of this role was underestimated and in retrospect it was removed too early. With the new structure now in place, a single service desk has been implemented and service level agreements have been formulated. This chapter describes the new reporting structure of the Division of ICT Services, the internal structure, the goals of the Division and how they align with the USQ corporate goals. Care was taken to ensure that the new ICT structure was logical and conducive to operational effectiveness, efficiency and sound ICT governance. The new structure provides pathways and opportunities for career progression, reflects a client focus and provides role delineation and functional accountability.

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