level. They did this by process groups and achieved certification of and that the required processes are correctly followed, including a
personnel and decision makers up to intermediate level. In addition definition of roles and definitions, measurement and reporting the
to ITIL certifications, COTEMAR handled other frameworks such as actions taken.
PMI, ISO9000 and SCRUM. Moreover, their processes were assessed
by ISO/IEC2000 standard.
An analysis of various suppliers was conducted to select the 4. SMO implementation
support system (tool) for service management. However, the
implementation of the selected tool turned out to be the most In spite of the evidence of the benefits of implementing a frame-
troublesome issue. They therefore had to change the supplier. work such as ITIL, the operating activities led to moving the already
They realized that they had focused on almost all elements dur- consolidated IT service management processes to a background
ing ITIL implementation but had overlooked the tool, and this position and leave behind the ones that were expected to be imple-
proved to be their “Achilles’ heel”. To cope with this weakness, mented or consolidated. They faced the challenge of defining an
in 2010 they re-implemented IBM’s Tivoli tool (the 4th version in IT and Service Management (SM) governance mechanism. Such a
6 years). mechanism was found in SMO, which allows formalizing and clar-
Process managers adapted to IT service management activi- ifying the design, implementation, surveillance, ownership and
ties and terminology and an interaction was generated with the decision making about strategy, resources, processes and tools for
incident process. Thus, requirements began to be assigned and con- SM, so ensuring service and value for its different users and clients.
trolled; first and second level executives were organized in order to The following objectives were sought in implementing SMO: (1)
solve the various users’ requirements. Moreover, given the results to establish standards for the design and implementation of pro-
in Service Desk operations, a restructuring of support levels was cesses and SM, as well as to validate and execute them in such
performed for both the first level and the troubleshooter within a way that they are a part of COTEMAR’s organizational culture;
the SD. (2) to maintain communication, both internally and externally,
With regard to ITIL processes, these were implemented under regarding results, services, improvements and key issues of SM;
a methodological regime, undergoing the phases of analysis, (3) to ensure that the personnel is always trained, with a standard
design, implementation and operation, which included a post- level in everything related to SM; (4) to promote and execute con-
implementation review. The processes implemented were incident tinuous improvement of services, managers, tools, processes and
management (IM), problem management (PM), a service desk (SD), the service model.
which were followed by configuration, versions and changes man- After the decision to implement SMO, an initial diagnosis was
agement. Then, continuous improvement (CSI), event management conducted in order to evaluate the current practices. The main
(EM), service level management (SLM) and access management issues to be solved were as follows: design, approving, implemen-
(AM) processes were introduced, although the last ones ceased to ting, closing and recording needed to be reviewed; communication
be executed on a daily basis. with IT personnel was under the responsibility of each process
Although ITIL is a framework that has proved to provide sig- manager and no formal communication and recording process
nificant benefits for firms which have implemented it (Iden & existed; the plan for service improvement had been suspended
Langeland, 2010), ITIL success does not come automatically. At due to the redefinition of the processes and the re-implementation
COTEMAR, at the beginning of ITIL implementation, they thought of tools; and service improvements represented isolated efforts
it would be easy and that everyone would have known that their focused mainly on maintenance operations. Given these challenges,
role were within the processes. However, they realized that it was establishing SMO was considered as a means for monitoring and
a new way of working and that adaptations would be required. reporting (services, processes and projects) as well as a way of
For this reason the book ITIL Service Strategy (Cannon, 2011), in supporting decision making, audits, service and project compliance
chapter 6 entitled “Organizing for Service Strategy”, suggests the through a Service Improvement Plan.
need of an office which coordinates all of the processes and func- After completing the diagnosis, five steps were taken to imple-
tions along their lifecycle. In this sense, one of the ITIL’s framework ment SMO in COTEMAR. First, an initial session where all managers
weaknesses is that it only describes what must be done for its were asked what they expected from SMO. Second, a set of weak-
implementation without providing a precise description of what nesses in IT service management were obtained from the initial
to do after implementation (Mesquida, Mas, Amengual, & Calvo- session. Third, the objectives and the initial definition of SMO and
Manzano, 2012). As a consequence, this is exactly what happened its mission were established. Fourth, standards for design, process
in COTEMAR after implementing ITIL. Thus, despite the benefits implementation and SM were defined in such a way that they were
after implementing ITIL (request recording, follow up and control; part of COTEMAR’s organizational culture; (5) committees were set
distribution of operating activities; creation of two support levels, up at executive, tactic, operational and improvement levels. The
operating and strategic; clear identification of the operating aspects proposed framework is presented in Fig. 1.
vs. strategic aspects; service improvement; going from a traditional Some of the major benefits obtained after SMO implementation
to a strategic IT function; and new company initiatives were orga- were: (1) In contrast to books on ITIL, it is a framework that defines
nized based on the learning achieved with ITIL), the company faced how to do; (2) it is a framework which permits decisions on what to
the fact that some of the implemented processes were deficient implement according to the company’s needs, both in the short and
and had to deal with this challenge by backing up the processes medium term; (3) it is a practical framework with a methodological
appropriately using the Tivoli tool. procedure; (4) it is a framework that enables selection of what is
The company faced the challenges of identifying, maintaining priority, that is, it is a flexible framework; (5) it enables internal
and consolidating integrated processes which allowed the orga- processes related to IT services to be improved.
nization to deliver services that met the requirements of both the Finally, although SMO represented a solution at COTEMAR for
organization and their clients. However, several questions emerged the areas of opportunity identified in IT service management, it is
regarding these issues: who should maintain and assess the whole important to highlight that SMO did not participate in the IT service
IT Service Management and its already implemented processes, design strategy because it was still an office in the process of being
thus ensuring order and efficiency, and how? The answer at consolidated. Thus, in the future, as acknowledge by COTEMAR’s
COTEMAR was to create SMO as an IT governance framework. This management, the framework may include projects and final user
framework ensures that IT policies and strategies are implemented services.
ระดับ พวกเขาทำอย่างนี้ ด้วยกระบวนการกลุ่ม และความ certification ของ และกระบวนการต้องมีอย่างถูกต้อง ตาม รวมถึงการ บุคลากรและการตัดสินใจผลิตถึงระดับกลาง ใน definition นี้บทบาท definitions ประเมิน และรายงานการ การ ITIL certifications, COTEMAR จัดการกรอบอื่น ๆ เช่นกระทำ PMI, ISO9000 และ scrum ได้ นอกจากนี้ มีประเมินกระบวนการ ตามมาตรฐาน ISO/IEC2000 การวิเคราะห์ของซัพพลายเออร์ต่าง ๆ ได้ดำเนินการให้เลือก 4 แบบ ใช้ SMO สนับสนุนระบบ (เครื่องมือ) สำหรับการจัดการงานบริการ อย่างไรก็ตาม การ นำเครื่องมือการเลือกให้ มากสุดแม้ว่าหลักฐานของ benefits ใช้เฟรมแบบ ปัญหาลำบาก พวกเขาจึงมีการเปลี่ยนผู้จำหน่าย ทำงานเช่น ITIL การทำกิจกรรมที่นำไปสู่การย้ายอยู่แล้ว พวกเขารู้ว่า พวกเขาได้เน้นในองค์ประกอบทั้งหมดเกือบ dur - รวมจะบริการจัดการกระบวนการพื้นหลัง นำ ITIL ing แต่ก็มองข้ามเครื่องมือ และตำแหน่ง และทิ้งคนที่ถูกคาดว่าจะมี imple - พิสูจน์ให้ พวกเขา "อคิลลีส 'ส้น" เพื่อรับมือกับนี้อ่อนแอ mented หรือรวมกัน พวกเขาต้องเผชิญกับความท้าทายในการ defining การ ในปี 2553 พวกเขาอีกครั้งใช้มือโวของ IBM (รุ่น 4 ในกลไกการกำกับดูแลกิจการและบริการจัดการ (SM) ดังกล่าวเป็น 6 ปี) มีการค้นพบกลไกใน SMO ซึ่งช่วยให้ formalizing และ clar- การดัดแปลงเป็นบริการจัดการ activi-ifying การออกแบบ งาน เฝ้าระวัง เป็นเจ้าของผู้จัดการ และ สร้างความสัมพันธ์ และคำศัพท์ และการโต้ตอบ ด้วยการตัดสินใจเกี่ยวกับกลยุทธ์ ทรัพยากร กระบวนการ และเครื่องมือสำหรับ กระบวนการแก้ไขปัญหา ดังนั้น ความต้องเริ่มใช้ และคอน SM การให้ บริการบริการ และค่าสำหรับผู้ใช้และลูกค้า trolled first และ 2 ระดับผู้บริหารได้จัดเพื่อวัตถุประสงค์ดังต่อไปนี้ถูกค้นหาในการใช้ SMO: (1) แก้ปัญหาความต้องการของผู้ใช้ต่าง ๆ นอกจากนี้ ให้ผลในการสร้างมาตรฐานในการออกแบบและการใช้งานของโปร- ในบริการการดำเนินงาน การปรับโครงสร้างระดับการสนับสนุน cesses และ SM เช่นตรวจสอบ และดำเนินการพวกเขาในดังกล่าว ดำเนินการในระดับ first และแก้ไขปัญหาภายในเป็นส่วนหนึ่งของวัฒนธรรมองค์กรของ COTEMAR SD. (2) การรักษาทั้งภายใน และภาย นอก การสื่อสาร ตามกระบวนการ ITIL เหล่านี้ถูกนำมาใช้ภายใต้ผลลัพธ์เกี่ยวข้อง บริการ ปรับปรุง และปัญหาสำคัญของเอสเอ็ม ระบอบ methodological ในระหว่างขั้นตอนของการวิเคราะห์, (3) เพื่อให้แน่ใจว่า ตลอดเวลาการฝึกอบรมบุคลากร มีมาตรฐาน ออกแบบ งาน และการดำเนิน งาน ซึ่งรวมอยู่ในระดับหลังในทุกอย่างที่เกี่ยวข้องกับ SM (4) ส่งเสริม และดำเนินการติดตั้ง- ดำเนินการตรวจสอบ กระบวนดำเนินได้ปรับปรุงแก้ไขปัญหา tinuous บริการ ผู้จัดการ เครื่องมือ กระบวนการ และ management (IM), problem management (PM), a service desk (SD), the service model. which were followed by configuration, versions and changes man- After the decision to implement SMO, an initial diagnosis was agement. Then, continuous improvement (CSI), event management conducted in order to evaluate the current practices. The main (EM), service level management (SLM) and access management issues to be solved were as follows: design, approving, implemen- (AM) processes were introduced, although the last ones ceased to ting, closing and recording needed to be reviewed; communication be executed on a daily basis. with IT personnel was under the responsibility of each process Although ITIL is a framework that has proved to provide sig- manager and no formal communication and recording process nificant benefits for firms which have implemented it (Iden & existed; the plan for service improvement had been suspended Langeland, 2010), ITIL success does not come automatically. At due to the redefinition of the processes and the re-implementation COTEMAR, at the beginning of ITIL implementation, they thought of tools; and service improvements represented isolated efforts it would be easy and that everyone would have known that their focused mainly on maintenance operations. Given these challenges, role were within the processes. However, they realized that it was establishing SMO was considered as a means for monitoring and a new way of working and that adaptations would be required. reporting (services, processes and projects) as well as a way of For this reason the book ITIL Service Strategy (Cannon, 2011), in supporting decision making, audits, service and project compliance chapter 6 entitled “Organizing for Service Strategy”, suggests the through a Service Improvement Plan. need of an office which coordinates all of the processes and func- After completing the diagnosis, five steps were taken to imple- tions along their lifecycle. In this sense, one of the ITIL’s framework ment SMO in COTEMAR. First, an initial session where all managers weaknesses is that it only describes what must be done for its were asked what they expected from SMO. Second, a set of weak- implementation without providing a precise description of what nesses in IT service management were obtained from the initial to do after implementation (Mesquida, Mas, Amengual, & Calvo- session. Third, the objectives and the initial definition of SMO and Manzano, 2012). As a consequence, this is exactly what happened its mission were established. Fourth, standards for design, process in COTEMAR after implementing ITIL. Thus, despite the benefits implementation and SM were defined in such a way that they were after implementing ITIL (request recording, follow up and control; part of COTEMAR’s organizational culture; (5) committees were set distribution of operating activities; creation of two support levels, up at executive, tactic, operational and improvement levels. The operating and strategic; clear identification of the operating aspects proposed framework is presented in Fig. 1. vs. strategic aspects; service improvement; going from a traditional Some of the major benefits obtained after SMO implementation to a strategic IT function; and new company initiatives were orga- were: (1) In contrast to books on ITIL, it is a framework that defines nized based on the learning achieved with ITIL), the company faced how to do; (2) it is a framework which permits decisions on what to the fact that some of the implemented processes were deficient implement according to the company’s needs, both in the short and and had to deal with this challenge by backing up the processes medium term; (3) it is a practical framework with a methodological appropriately using the Tivoli tool. procedure; (4) it is a framework that enables selection of what is The company faced the challenges of identifying, maintaining priority, that is, it is a flexible framework; (5) it enables internal and consolidating integrated processes which allowed the orga- processes related to IT services to be improved. nization to deliver services that met the requirements of both the Finally, although SMO represented a solution at COTEMAR for organization and their clients. However, several questions emerged the areas of opportunity identified in IT service management, it is regarding these issues: who should maintain and assess the whole important to highlight that SMO did not participate in the IT service
IT Service Management and its already implemented processes, design strategy because it was still an office in the process of being
thus ensuring order and efficiency, and how? The answer at consolidated. Thus, in the future, as acknowledge by COTEMAR’s
COTEMAR was to create SMO as an IT governance framework. This management, the framework may include projects and final user
framework ensures that IT policies and strategies are implemented services.
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