IT and Business Process Performance Management: Case Study of ITIL Implementation in Finance Service Industry

Spremić, Mario; Žmirak, Zlatan; Kraljevic, Krunoslav

doi:10.1109/iti.2008.4588415

Cited by 29 publications

(19 citation statements)

References 1 publication

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“…H2a explores the effect that the ITIL maturity has on the total number of realized benefits, while H2b and H2c concentrates on the number of realized benefits backed by metrics and acknowledged by the business, respectively. The fact that there are benefits gained from the adoption of ITIL agrees with the results from individual case studies on the effectiveness of ITIL undertaken by Potgieter et al (2005) and Spremic et al (2008).…”

Section: Discussionsupporting

confidence: 78%

Uncovering ITIL claims: IT executives’ perception on benefits and Business-IT alignment

Marrone

Kolbe

2010

Inf Syst E-Bus Manage

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Over 45% of companies are estimated to use IT Service Management (ITSM) frameworks, yet, these frameworks can be imitated and hence the competitive advantage gained from these will quickly become obsolete. Therefore, research on the benefits of ITSM must focus on both operational and strategic benefits. An international survey of 441 firms was conducted to examine the benefits that IT Infrastructure Library (ITIL), the de-facto ITSM framework, provided to the IT organizations. The research focused on how (1) operational benefits, and, (2) strategic positioning of the IT organizations, specifically how the perceived level of Business-IT alignment maturity evolved as the adoption of ITIL increased. Results indicate that as the adoption of ITIL increased, the number of realized operational benefits increased, as well as the levels of maturity of the Business-IT alignment. This indicates that the further the implementation of ITIL the greater the operational and strategic benefits to the organization. Implications for practitioners and researchers are also discussed.

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Section: Discussionsupporting

confidence: 78%

Uncovering ITIL claims: IT executives’ perception on benefits and Business-IT alignment

Marrone

Kolbe

2010

Inf Syst E-Bus Manage

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“…The experience of IT staff and the amount of time devoted for understanding IT needs, and creating an appropriate service management office (SMO) could help improve the success rate of IT services [10]. A case study of IT services in finance industry using ITIL guidelines is presented in [15].…”

Section: Methodsmentioning

confidence: 99%

An Implementation of ITIL Guidelines for IT Support Process in a Service Organization

Talla¹,

Valverde²

2013

IJIEE

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Abstract-Service level management (SLM) is a challenge in a distributed systems environment because all processes should provide a consistent, reliable, and predictable service delivery. Early 1990s, most organizations established few service-level agreements (SLA) as the key performance indicators (KPI) but it was difficult to measure or monitor them in a distributed systems environment. The strength of Information Technology Infrastructure Library (ITIL) is the approach of integrating the SLM with the support processes at strategic, tactical, and operational levels. This paper focuses on implementing ITIL guidelines at an operational level for service desk, incidents, problems, and change management. The ITIL framework only provides guidelines, so a service organization needs to explore a methodology for evaluating existing service support processes and implementing ITIL guidelines for improvements. To this end, we investigate upon how to apply the ITIL framework for reengineering of IT service support process in an organization. The approach is actually implemented at a dentalcare service provider with ten dental clinics connected in Wide Area Network (WAN) and the data is collected into a central server in the main dental center. We first started with the process mapping, and then moved towards reengineering following ITIL guidelines, while collecting the results in key performance areas before and after the process reengineering. This paper used questionnaires, document reviews, archival records and observation techniques for collecting the data. The results demonstrated improvements in differing magnitudes. Some ststistical analysis such as mean and variance together with t-value distribution and null hypothesis were also developed to determine the quality of results. The paper is cautious about the limited scope of audience and the questionnaire which may compromise the results; however, the approach is useful in obtaining significant improvements when a company invests in integrating ITIL guidelines in to service support processes.

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“…The experience of IT staff and the amount of time devoted for understanding IT needs, and creating an appropriate service management office (SMO) could help improve the success rate of IT services [19]. A case study of managing IT services in finance industry by implementing suggestions that arise from ITIL methodology is presented in [20].…”

Section: Methodsmentioning

confidence: 99%

DSS Based IT Service Support Process Reengineering Using ITIL: A Case Study

Valverde¹,

Talla²

2013

Intelligent Systems Reference Library

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The Information Technology Infrastructure Library (ITIL) is readily available for establishing the best practices, reengineering and improving the IT service support process. However, the ITIL framework only provides recommendations, and a company needs to explore a methodology for improving the IT service support process and adopting the best guidelines of ITIL framework. To this end, this chapter investigates upon how to apply the ITIL framework can be used for evaluating the current IT service support process and its reengineering. A set of Key Performance Indicators (KPI) were established which are monitored by a decision support system (DSS) for triggering on-going reengineering of IT service support process. A case study methodology is used for an effective reengineering of IT service support process. This chapter focuses on implementing the ITIL guidelines at an operational level, improving the service desk, incident management, problem management, change management, release management, and configuration. It also focuses on implementing the ITIL guidelines at a tactical level, improving the service level management, capacity management, IT service continuity management, service availability, and security management. The chapter describes a methodology and an experience in implementing process reengineering techniques following ITIL framework.

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IT and Business Process Performance Management: Case Study of ITIL Implementation in Finance Service Industry

Cited by 29 publications

References 1 publication

Uncovering ITIL claims: IT executives’ perception on benefits and Business-IT alignment

Uncovering ITIL claims: IT executives’ perception on benefits and Business-IT alignment

An Implementation of ITIL Guidelines for IT Support Process in a Service Organization

DSS Based IT Service Support Process Reengineering Using ITIL: A Case Study

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