Aligning a Service Provisioning Model of a Service-Oriented System with the ITIL v.3 Life Cycle

Bringing together the ICT and the business layer of a service-oriented system (SoS) remains a great challenge. Few papers tackle the management of SoS from the business and organizational point of view. One solution is to use the well-known ITIL v.3 framework. The latter enables to transform the organization into a service-oriented organizational which focuses on the value provided to the service customers. In this paper, we align the steps of the service provisioning model with the ITIL v.3 processes. The alignment proposed should help organizations and IT teams to integrate their ICT layer, represented by the SoS, and their business layer, represented by ITIL v.3. One main advantage of this combined use of ITIL and a SoS is the full service orientation of the company.Comment: This document is the technical work of a conference paper submitted to the International Conference on Exploring Service Science 1.5 (IESS 2015

Adapting IT Governance Frameworks using Domain Specific Requirements Methods: Examples from Small & Medium Enterprises and Emergency Management

IT Governance methods and frameworks have been applied in most large for-profit organizations since these enterprisesrealize the benefits of IT Governance for their business. However, former research and our own surveys show thatframeworks such as ITIL and COBIT are not very well established in Small and Medium Enterprises (SME) as well as inEmergency Management (EM) organizations. Thus, we investigated what kind of barriers can be the cause for the lowadoption rate. These results built the basis for our Domain Specific Engineering (DSE) approach. The research is based onthe data of two research projects. The first project investigated the utilization of ITSM methods in European SMEs, and thesecond has researched different emergency management organizations. This paper defines similarities and differences of thetwo domain specific solutions, describes the engineering approach, and gives guidelines for further research in otherdomains

How Lean Six Sigma and Agile principles optimize ITIL-based processes

Imagine the potential implications of an organization whose business and IT processes are well aligned and are capable of reactively and proactively responding to the external and internal changes. The Philips IT Infrastructure and Operations department (I&O) is undergoing a series of transformation activities to help Philips business keeping up with the changes. I&O would serve a critical function in any business sectors; given that the I&O’s strategy switched from “design, build and run” to “specify, acquire and performance manage”, that function is amplified. In 2013, I&O’s biggest transforming programme I&O Futures engaged multiple interdisciplinary departments and programs on decommissioning legacy processes and restructuring new processes with respect to the Information Technology Internet Library (ITIL), helping I&O to achieve a common infrastructure and operating platform (CI&OP). The author joined I&O Futures in the early 2014 and contributed to the CI&OP release 1, during which a designed model Bing Box and its evaluations were conducted through the lens of six sigma’s structured define-measure-analyze-improve-control (DMAIC) improvement approach. This Bing Box model was intended to firstly combine business and IT principles, namely Lean IT, Agile, ITIL best practices, and Aspect-oriented programming (AOP) into a framework. Secondly, the author implemented the modularized optimization cycles according to the defined framework into Philips’ ITIL-based processes and, subsequently, to enhance business process performance as well as to increase efficiency of the optimization cycles. The unique of this thesis is that the Bing Box model not only provided comprehensive optimization approaches and principles for business process performance, but also integrated and standardized optimization modules for the optimization process itself. The research followed a design research guideline that seek to extend the boundaries of human and organizational capabilities by creating new and innovative artifacts. The Chapter 2 firstly reviewed the current research on Lean Six Sigma, Agile, AOP and ITIL, aiming at identifying the broad conceptual bases for this study. In Chapter 3, we included the process of constructing the Bing Box model. The Chapter 4 described the adoption of Bing Box model: two-implementation case validated by stakeholders through observations and interviews. Chapter 5 contained the concluding remarks, the limitation of this research work and the future research areas. Chapter 6 provided the references used in this thesis.Master's thesissiirretty Doriast

Validation of a Generic Service Governance Meta Model based on the Comparison of Major Governance Frameworks

The effective governance of organizational capabilities in the areas of Service Management and Service-oriented Architectures (SOA) has been broadly recognized as an essential success factor for service-oriented enterprises. Organizations that target the adoption of an adequate Service Governance approach face the difficulty of selecting from a variety of related frameworks with differing scopes and objectives. In this paper, we provide a structural comparison of the major, non vendor-specific IT and SOA Governance and Management frameworks and use this comparison to validate our own Service Governance meta model. This generic meta model is intended to provide a sound conceptualization, thereby contributing to a better understanding and facilitation of Service Governance, e.g. by forming the foundation for the development of a flexible and configurable Service Governance tool

Management Challenges in Bimodal IT Organizations

Most information technology (IT) organizations are experimenting on adoption of the dual mode of operation, involving traditional and agile methods of work. These two incompatible development worlds need to be in sync for IT to operate effectively. However, both types of operation map onto generic project management principles allowing the manageability of IT projects. Management issues and challenges are presented as points for paying particular attention when managing bimodal (both waterfall and agile practices) IT organizations in two stages: the transition from the traditional to the bimodal and after the adoption of bimodal. These issues and challenges belong to the management and organizational, people, process and technology categories. The management challenges presented in this study are important for the decisions to be made regarding the management and governance of projects into bimodal IT organizations.info:eu-repo/semantics/publishedVersio

Relevant Research Areas in IT Service Management: An Examination of Academic and Practitioner Literatures

Practitioners and academics alike have highlighted that information systems (IS) research may currently have limited use and value to practitioners. Further, research provides examples of positive links between management practices prevalent in the media and their influence on societal views. We focus on increasing relevance of future academic research to practitioners by identifying sources of misalignment between practitioner and academic literatures on the topic of information technology service management (ITSM) and by developing a possible research agenda to address these misalignments. We employ an entity annotator and keyword analysis to compare the main topics evident in academic and practitioner literatures on ITSM and focus on those salient in practitioner literature. Our results suggest that the topics of framework co-implementation, regulations, ITSM tools, gamification, and cloud computing all present fertile grounds for relevant research in ITSM and IS more broadly. Thus, our paper offers a unique way for academics to understand how they can best assist practitioners while increasing the relevance of academic research

Dimensions of information technology governance: A study of theory and practice

The emergence of corporate governance is the response to recent high profile collapses of organisations such as Enron and WorldCom. Because of the ubiquitous nature of Information Technology (IT) and its influence on organisational activities, IT governance is increasingly seen as an integral part of corporate governance. However, existing literature shows the lack of a common understanding of IT governance due to various perspectives held amongst academics and practitioners. For example, schools of thought group IT governance according to structure with an emphasis on control and co-ordination or process with an emphasis on capability and continuity. The purpose of this research was to identify the key dimensions of IT governance from existing best practice frameworks and academic literature and to examine how they are reflected in the IT governance practices of organisations. Various legislations (e.g. Sarbanse-Oxley Act, 2002), best practice frameworks (e.g. Val IT, COBIT) and the writings of academic researchers (e.g. Van Grembergen, Weill & Ross) were reviewed which resulted in the synthesis of the following four key IT governance dimensions: Structures, People, Processes and IT Decision Domains, which were further divided into a set of sub-dimensions. Among the domains of IT governance, risk management and value delivery are regarded as core and, as such, provided the focus for the empirical part of the research. Four major universities located in Perth, Western Australia, chosen as case studies, constituted two equal groups based on their relative emphasis of IT governance, viz. risk management or value delivery. The case study methodology was justified on the basis of the relative newness of the research domain and enabling how , what and why questions to be explored. Semi-structured interviews with the IT Directors I CIOs of the four case organisations were conducted in which their IT governance (risk management/value delivery) practices were mapped against the identified theoretical dimensions. Data triangulation enhanced validity and reliability by using multiple data sources such as data from organisations\u27 websites. Interviews were transcribed and computer-based qualitative data analysis software (NVivo) was used to build the case study database and to analyse data against the theoretical IT governance dimensions. First, a within case analysis provided what and how insights followed by cross case analysis in which why aspects are discussed. This study found that IT governance is shaped by a number of sub dimensions, particularly organisational culture and leadership. They drive how IT governance is implemented and accepted within the participating organisations and influence whether or not an IT governance culture will be ingrained into the organisation. In addition, a strategy balancing formal, such as committee meetings, and informal communications, such as dialogues and networks, seemed to influence IT governance. lt was notable that performance tracking was a weak and immature dimension and further attention is required from the participants to clarify what and how to measure the progress of IT governance. Finally, it was generally accepted that IT governance should be viewed from a holistic perspective to be able to oversee, coordinate and integrate all the constituents including processes, tools, structures and resources. The study findings enabled recommendations to be formulated to provide practical advice to other, similar organisations. The thesis recognises a number of limitations which provide opportunities for further research. Among them are the nature of IT governance dimensions developed for this study and the research design which limits the potential for generalisation. By using this study as a reference point, future research can be expanded into different directions, such as examining IT governance in a wider context (e.g. different domains and sectors), establishing the influences of the characteristics of IT managers I CIOs (e.g. management traits) and developing progress towards IT governance maturity (i.e. a longitudinal study)