Trends in ICT Service Management

2015 ◽  
Vol 760 ◽  
pp. 715-720
Author(s):  
Liviu Bozga ◽  
Marian Gheorghe

The importance of information technology service management, ITSM, is fully recognized today. All companies, regardless of their size, accept the role of IT services and products, as the main supports for decision and control activities. The present contribution aims to analyze the main steps in the evolution of ITSM and its evolvement as a well-defined domain. There are analyzed, also, the main economical and technical factors influencing its evolution - the increase of competition among the IT service providers, the technical progress in hardware and availability of digital technologies.

Author(s):  
Stuart Diaz Galup ◽  
Ronald Dattero ◽  
Jing Quan

Information Technology Service Management (ITSM) is a quality management approach for managing IT services that meet business needs. The most broadly accepted ITSM framework is ITIL® (Mann, 2012) and its adoption by organizations across the globe has grown over the past decade. A study conducted by Forrester and itSMF (2013) found that IT service providers that employ ITIL® enjoy better service quality and higher operational productivity as well as cost savings. Therefore, IT professionals with ITIL® knowledge and skills are likely valuable to organizations and earn a higher wage than their peers. This paper investigates whether or not there are salary benefits for IT professionals that possess ITIL® knowledge and skill and what are the estimated benefits, if any. Using a human capital model and employing data from an on-line survey of a large set of IT professionals (16,632 responses) conducted at the end of 2013 this benefit is confirmed and quantified.


2021 ◽  
Vol 3 (2) ◽  
pp. 433-455
Author(s):  
Getamesay Biyadgilign Berihun ◽  
Dereje Teferi

Telecom service providers are engaged exhaustively in providing various kinds of IT services for their customers. These IT services should be customer-oriented, and quality-based to be competitive in the market. To this end, organizations should manage their IT services effectively and efficiently by introducing various Information Technology Service Management (ITSM) mechanisms. However, improving or developing optimal ITSM mechanisms is a subject of great concern that needs further investigation academically. To the best of the researcher’s knowledge, little or no research has been conducted to design and develop ITSM frameworks for the telecom sector in Ethiopia. Previous studies focused on the implementation, adoption, tailoring, and system or model development for selected ITSM processes within the Ethiopian context. Ethio telecom (ET), the sole telecom service provider of Ethiopia, has a gap in the existing ITSM practices. Hence, this research study intends to investigate the current ITSM practice of Ethio telecom and propose an ITSM framework based on ITIL best practices that ensures the quality of IT services and improve customer satisfaction.


Author(s):  
Stuart Diaz Galup ◽  
Ronald Dattero ◽  
Jing Quan

Information Technology Service Management (ITSM) is a quality management approach for managing IT services that meet business needs. The most broadly accepted ITSM framework is ITIL® (Mann, 2012) and its adoption by organizations across the globe has grown over the past decade. A study conducted by Forrester and itSMF (2013) found that IT service providers that employ ITIL® enjoy better service quality and higher operational productivity as well as cost savings. Therefore, IT professionals with ITIL® knowledge and skills are likely valuable to organizations and earn a higher wage than their peers. This paper investigates whether or not there are salary benefits for IT professionals that possess ITIL® knowledge and skill and what are the estimated benefits, if any. Using a human capital model and employing data from an on-line survey of a large set of IT professionals (16,632 responses) conducted at the end of 2013 this benefit is confirmed and quantified.


Author(s):  
Teresa Lucio-Nieto ◽  
Dora Luz Gonzalez-Bañales

Research on service management office (SMO) related with its implementation, challenges, relevance, and outcomes is scarce. The purpose of this case study research is to contribute with the lessons learned from the implementation of an SMO into a big sized company. The lessons include the experience of the company designing and implementing an SMO. A general roadmap and main challenges for the creation of an SMO are presented through the lessons learned of three perspectives: people, processes, and technology. The results in the SMO implementation reveal that it could become a strategic complement for IT services in order to ensure quality, efficiency, and continuous improvement for information technology service management (ITSM). The main changes derived from the SMO implementation were migrate from a function model to a service model, go from management of cost by function to management by service, from an order taker to a focus on business transformation initiatives, from a portfolio management based on applications to a process based on flexible governance.


Author(s):  
Sue Conger

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.


Author(s):  
Patrick Wild

<div>Due to the increasing importance of the tertiary sector, information technology (IT) organizations need to face up to new challenges, since their daily business has changed from development and operation of information technology to the customer oriented provision and management of IT services. In order to survive in the market, service providers need to offer and manage competitive and distinctive IT services. The “Profit Impact of Market Strategies” (PIMS) program has emphasized the need for service quality as being a crucial, strategic competitive factor. However, IT service providers do not have guidance of what quality requirements are supposed to be fulfilled to provide high-quality IT services. Different reference models and frameworks such as ITIL (Information Technology Infrastructure Library), COBIT (Control Objectives for Information and related Technology) and ISO 20000 are widely used by many IT organizations for improving service management processes and performance. However, these reference models do not address the improvement of service quality in a consistent manner and it is not clear whether these models have the capability to close quality gaps which may arise within a service provider environment.</div><div><br></div><div>Therefore, this chapter proposes an IT service quality model for identifying potential quality&nbsp;gaps and quality dimensions in an IT service provider environment. Furthermore, it proposes a set of different quality requirements combined in a “Quality Requirements Model for IT Services” that are needed in order to close the respective quality gaps and fulfill the individual quality dimensions. The model is developed by mapping&nbsp;the reference models ITIL v3, COBIT and ISO 20000 to the previously developed quality model. The results of the mappings emphasize that all three models are partially capable to close the individual gaps of the quality model as well as to guarantee the fulfillment of respective quality dimensions. The fulfillment of these developed quality requirements can be utilized as a guideline for providing and managing high-quality IT services in the long term.</div><div><br></div><div>Finally, the maturity level is analyzed and pointed out that most of the quality requirements are assigned to maturity stage 2 or 3. This implies that an IT service provider does not necessarily have to reach a maturity stage 4 or 5 being able offering high service quality.</div><div><br></div><div>In summary, the chapter provides guidance and quality-oriented IT Service Management to answer the following questions:</div><div><br></div><div><ul><li>What kind of quality gaps exist in a service provider environment?<br></li><li>Do reference models such as ITIL, COBIT and ISO 20000 have the capability to close quality gaps which may arise within a service provider environment?<br></li><li>What processes, activities and functions from which reference model are needed in order to close the respective gaps?<br></li><li>What quality requirements need to be implemented in order to provide high-quality IT services?<br></li><li>What maturity level do service providers need to reach in order to fulfill quality requirements?<br></li></ul></div>


Author(s):  
Kornelius Irfandhi ◽  
Ariani Indrawati ◽  
Dwykie Alexandra ◽  
Krisantus Wanandi ◽  
Yanuari Harisky ◽  
...  

Information Technology (IT) is increasingly progressing. Nowadays, the success of a business of the organization/company is highly dependent on the IT infrastructure used. Therefore, organizations/companies have to manage their IT service to be optimal to their customers. Looking at this matter and the increasing dynamics of XYZ University, then Data and Information System Center (Pusdatin) - an IT provider of XYZ University began implementing IT Service Management (ITSM) from 2013 using the latest version of Information Technology Infrastructure Library (ITIL), namely ITIL v3 as a framework for implementing ITSM in its business processes. However, along the way, there are still some problems happen in Pusdatin in order that ITSM can actually support and align with the objectives of XYZ University. Through this paper, the authors want to explain how the implementation of ITSM at Pusdatin, identify the problems related to the implementation of ITSM, and provide the solutions for each problem. The methods used are direct observation to Pusdatin, conductan interview with the Head of Pusdatin and Staff of Pusdatin, and also perform a literature review of books and papers that discuss about ITIL. The result of this research is that ITSM process of Pusdatin generally works quite well but there are still some shortcomings because ITSM is not 100% implemented in all areas.


2011 ◽  
pp. 2606-2616
Author(s):  
Sue Conger

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. [Article copies are available for purchase from InfoSci-on-Demand.com]


2020 ◽  
Vol 21 (1) ◽  
pp. 34-41
Author(s):  
Desi Mahdalena ◽  
Widya Cholil

IT Service Management (ITSM) is a management concept in providing information technology services properly and successfully to customers, it can also be a method of processing philosophical systems that are centered on the IT service consumer perspective on the company's business. The service management of an organization is basically implemented in the form of the functions of the organization's functions (functions) and the processes that are carried out (processes) in managing and changing the resources (resources) of the organization into the values expected by the customer. ITIL or the summary of the Information Technology Infrastructure Library is a general framework that describes best practices that provide guidance on how Information Technology (IT) service providers should run IT service management. One of the organizations that provide IT services is PT. Telkom, which has an IndiHome application for customers who want to use internet or cable TV services. This research evaluates maturity level the information technology infrastructure that supports IndiHome's business processes at PT. Telkom Bengkulu. So that with this assessment can see the achievement of performance at PT. Telkom Bengkulu. The focus of this research is the domain service operation on ITIL V3.


2020 ◽  
pp. 1495-1514
Author(s):  
Trevor Clohessy ◽  
Thomas Acton ◽  
Lorraine Morgan

Cloud-based digital transformation is having a profound impact on new and incumbent information technology service providers. In transitioning from traditional to cloud-based service provision, some IT service providers are experiencing substantial difficulties in realizing effective business models. Taking the perspective of 20 large business model mature and small and medium enterprise born-on-the-cloud multinational IT service providers, this focus group study contributes to the dearth of research examining the broader impact of cloud computing on IT service providers' business model. The study provides two core insights. First, using the STOF business model framework, the paper provides a vivid contextual understanding of the nuanced impact of cloud computing along four core business model domains: service, technological, organisational and financial. Second, the study identifies a number of salient challenges which are impacting IT service providers' efforts to effectively leverage the benefits of cloud-based digital transformation.


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