ITIL as Common Practice Reference Model for IT Service Management: Formal Assessment and Implications for Practice

Hochstein, Axel; Zarnekow, Rüdiger; Brenner, Walter

doi:10.1109/eee.2005.86

Cited by 98 publications

(78 citation statements)

References 3 publications

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“…A preliminary literature review revealed an interview protocol that had been developed and used in a study of six large German firms undertaken by Hochstein and colleagues (2005;2005a;2005b). After permission was gained from Hochstein, the interview protocol was translated from German into English.…”

Section: Define and Designmentioning

confidence: 99%

Justifications, Strategies, and Critical Success Factors in Successful ITIL Implementations in U.S. and Australian Companies: An Exploratory Study

Pollard

Cater-Steel

2009

Information Systems Management

150

133

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Section: Define and Designmentioning

confidence: 99%

Justifications, Strategies, and Critical Success Factors in Successful ITIL Implementations in U.S. and Australian Companies: An Exploratory Study

Pollard

Cater-Steel

2009

Information Systems Management

150

133

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“…This may have contributed to the finding that problem management was not given priority. A previous study by Hochstein, Zarnekow, and Brenner (2005) suggested that the greatest challenge faced in an ITIL implementation, as in service process improvement, concerns overcoming the lack of acceptance of new processes and the lack of understanding why such changes are necessary.…”

Section: Emerging Themes -Service Operationmentioning

confidence: 99%

Proactive Management of IT Operations to Improve IT Services

Cater-Steel

Jantii

2017

Proceedings of the 14th CONTECSI International Conference on Information Systems and Technology Management

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IT Service Operations is a high priority improvement target for IT service providers because it is critical for business operations and involves daily interaction with customers, thus directly effecting customer satisfaction. An action research project involving three organizations explored current IT service operation activities and challenges and initiated projects to improve service operation at each organization. The findings indicate that the major challenges include reactive rather than proactive approach to IT operations management, measurement and reporting, classification of incidents, management of customer feedback, and interfaces between IT service operation processes. Recommendations are formulated to help IT service managers and theoretical contributions are provided.

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“…IT departments professionally manage and surveille ERP systems and their whole lifecycle [12]. They incorporate them into IT controlling and EAM tasks.…”

Section: Literature On Erp Systems and Shadow Systemsmentioning

confidence: 99%

“…ERP systems support a major part of the organization, such as the departments of finance, human resources, operations and logistics, sales, and marketing [11]. ERP systems and other formal enterprise systems [12] thereby offer a comprehensive functionality to support business processes. The goal of this IT support is a high enterprise integration [13].…”

Section: Introductionmentioning

confidence: 99%

The Relation of Shadow Systems and ERP Systems—Insights from a Multiple-Case Study

Huber

Zimmermann

Rentrop

et al. 2016

Systems

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ERP systems integrate a major part of all business processes and organizations include them in their IT service management. Besides these formal systems, there are additional systems that are rather stand-alone and not included in the IT management tasks. These so-called 'shadow systems' also support business processes but hinder a high enterprise integration. Shadow systems appear during their explicit detection or during software maintenance projects such as enhancements or release changes of enterprise systems. Organizations then have to decide if and to what extent they integrate the identified shadow systems into their ERP systems. For this decision, organizations have to compare the capabilities of each identified shadow system with their ERP systems. Based on multiple-case studies, we provide a dependency approach to enable their comparison. We derive categories for different stages of the dependency and base insights into integration possibilities on these stages. Our results show that 64% of the shadow systems in our case studies are related to ERP systems. This means that they share parts or all of their data and/or functionality with the ERP system. Our research contributes to the field of integration as well as to the discussion about shadow systems.

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ITIL as Common Practice Reference Model for IT Service Management: Formal Assessment and Implications for Practice

Cited by 98 publications

References 3 publications

Justifications, Strategies, and Critical Success Factors in Successful ITIL Implementations in U.S. and Australian Companies: An Exploratory Study

Justifications, Strategies, and Critical Success Factors in Successful ITIL Implementations in U.S. and Australian Companies: An Exploratory Study

Proactive Management of IT Operations to Improve IT Services

The Relation of Shadow Systems and ERP Systems—Insights from a Multiple-Case Study

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