Methods and applications for IT capacity decisions: Bringing management frameworks into practice

Abstract

International audienceThis paper discusses some aspects of the decisional challenges implied by the management of modern information technology (IT) systems. These rapidly evolving complex systems are crucial to the overall performance of industrial companies. Two challenges are delineated: (1) the complexity of modern systems requires a system-thinking approach; (2) the critical role of IT in business performance implies taking into account these technological aspects within any business plan. Some IT management frameworks are designed to face these challenges but seem not to provide enough comprehensible decisional support to IT managers in real time. That is why this paper proposes innovative decision-aid methods, designed for some of the activities related to capacity management. Attention is paid to modelling and monitoring activities, through methods that combine qualitative and quantitative analyses. These approaches can provide operational support to IT managers. The added value of the methods developed is demonstrated by practical examples implemented in a semiconductor manufacturing firm. These results are an encouraging first step towards more comprehensive and more effective solutions

Innovative decision support for IT service management

“…A knowledge-driven DSS also uses an inference engine to process rules or identify relationships in data. The DSS in the SMPA approach stores knowledge items of process improvements which provide practical recommendations to support decision-making for IT managers (Lutz et al, 2013). The DSS helps process managers make decisions to mitigate process risks and commence process improvement initiatives.…”

“…Moreover, there have been several heated discussions in the ITSM community against the use of existing ITSM process assessment approaches (England, 2012;Kane, 2012). There are also challenges in the decision-making process in IT management due to the complexity in assessing the scope of IT systems and in determining the business and technical boundaries for decision-making (Lutz, Boucher, & Roustant, 2013). Therefore the ITSM industry problem we aimed to solve can be stated as follows: There is a lack of a transparent and efficient process assessment method to improve ITSM processes.…”

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

“…knowledge bases). Previous studies, such as that of Hislop et al (2000), have highlighted the need to identify knowledge networks in IT project intervention and some have attributed poor decision making in IT implementation to missing key details (Yeo, 2002 andLutz et al, 2013). Defining knowledge networks is vital, not only to solve organisational issues during the changes, but also to connect a variety of parties, including external experts, change agents, stakeholders, resources, key players and key activities.…”

“…Similarly, Hislop et al, (2000) suggests that factors influenced knowledge networks involved in change, such as the type of structure, the power of authority and political involvement. Likewise, Yeo (2002) and Lutz et al, (2013) claim that poor decision making in IT intervention occurs because of the lack of alignment between information technology systems and business objectives as a result of missing key details. These missing details will influence decision-making processes which determine the capacity to change of an organisation in terms of pre-selecting an appropriate change strategy, at the implementation stages and during the post-implementation period (Shipton, Budhwar & Crawshaw, 2012;Judge & Elenkov, 2005).…”

“…In project-based change in an IT intervention, most identity dimensions of an organisation have to be considered, including strategies, structures, policies, cultures, decision processes, patterns and connections, and the relevant external environment (Gareis, 2010). The alignment between information technology and business visions, objectives, demands and strategy is key in influencing decision-making processes to determine the capacity for change of an organisation when pre-selecting an appropriate change strategy, and at the implementation and post-implementation stages (Lutz et al, 2013;Thomas, 2012). This CMKNM framework addresses the alignment between key factors of project-oriented change management and Knowledge mobilisation to achieve a longterm strategic vision which includes the organisation's culture and strategy, its capacity and its knowledge infrastructure, as shown in Figure 1.…”