China
Africa
Explore chapters and articles related to this topic
Program, Portfolio, Service Management, and Strategic Business Execution
Published in Te Wu, Optimizing Project Management, 2020
Unfortunately, in many companies and situations, project managers have a poor reputation of “tossing the project deliverables over the fence”. While project managers are responsible for implementing projects, they are not responsible for managing them after implementation. Instead, the operational team is responsible for the adoption and ongoing management of project deliverables or outcomes. For projects that have a long afterlife, it is vital for project managers to start the project by planning with the end in mind. The most widely adopted framework today for the ongoing management of services (and products) is ITIL®, which stands for Information Technology Infrastructure Library. While ITIL has its roots in information technology, its application today is wide reaching. At the time of writing this book, ITIL just released the 4.0 edition, but some of the components are still being formalized. Therefore, the next section contains information from both ITIL 3.0 and 4.0. ITIL provides a best practice framework for service management, and in ITIL 3.0, this includes service strategy, service design, service transition, service operations, and continual service improvement.
Support Considerations and Lifecycle
Published in Ali Youssef, Douglas McDonald II, Jon Linton, Bob Zemke, Aaron Earle, Wi-Fi Enabled Healthcare, 2014
Ali Youssef, Douglas McDonald II, Jon Linton, Bob Zemke, Aaron Earle
Information Technology Infrastructure Library (ITIL) is the most widely accepted approach to IT service management. ITIL provides a cohesive set of best practices, drawn from the public and private sectors internationally. “ITIL advocates that IT services must be aligned to the needs of the business and underpin the core business processes. It provides guidance to organizations on how to use IT as a tool to facilitate business change, transformation and growth” (http://www.itil-officialsite.com/).
Achieving Industry-aligned Education through Digital-Commons: A Case Study
Published in Journal of Computer Information Systems, 2023
Muralidharan Ramakrishnan, Shirley Gregor, Anup Shrestha, Jeffrey Soar
The case study university discussed in this paper is an Australian university with over 25,000 students. A course on IT Governance and Service Management (IGSM) provided the base for the case study. The IGSM course covers IT Service Management (ITSM) and IT Governance principles. IT Service Management is an industry practice that enables IT services to be customer-centric and aligned with business needs.20 IT Governance principles include the definition and implementation of processes, structures and relational mechanisms in the organization that enable the board and senior management to execute their responsibilities.21 ITSM and IT Governance are competencies within the IS2020 model curriculum.22 Aligning with industry practices is one of the challenges of offering an ITSM course.23,24 Since the design of the ITGM curriculum required ongoing alignment with industry practices, it was considered as an appropriate target course for an IPDC.
Continual Process Improvement for ITIL Service Operations: A Lean Perspective
Published in Information Systems Management, 2019
Nikolaus Obwegeser, Daniel T. Nielsen, Nicklas M. Spandet
Managing the cost and quality of information technology (IT) is a vital task for organizations. Due to the growing interconnectedness between business goals and IT capabilities, many firms realize the need for an informed and systematic approach to manage their IT (Winniford, Conger, & Erickson-Harris, 2009). As part of this development, the discipline of IT Service Management (ITSM) has taken a distinct foothold in practice, holding a customer-centric view on the optimization and improvement of IT services offered (Galup & Dattero, 2010). Within ITSM, the Information Technology Infrastructure Library (ITIL) is one of the most widespread and popular frameworks among practitioners (Iden & Eikebrokk, 2013; Müller & de Lichtenberg, 2018).