ITSM In NNIT

NNIT Adoption of ITSM

Names

Subject

University

Date

Contents

Letter of Transmittal ....................................................................................................................... 4

Executive Summary ........................................................................................................................ 5

Intro ............................................................................................................................................. 5

Part 1: Introduction ......................................................................................................................... 6

Part 2: Importance of ITSM at NNIT ............................................................................................. 7

Part 3: ITIL processes ..................................................................................................................... 9

Part 4: Service Strategy ................................................................................................................. 10

Part 5: Service Portfolio Tool ....................................................................................................... 14

Part 6: Conclusions and recommendations ................................................................................... 16

References ..................................................................................................................................... 17

Appendix: Journal ......................................................................................................................... 20

Letter of Transmittal

May, 2017

Geoffrey Sponsor

Head of IT Department, NNIT

Denmark

Dear Sir/Madam

Subject: Letter of Transmittal

This report contains a detailed report on the possible implementation of Information Technology

Service management (ITSM) data on NNIT Company based in Denmark. As per the instructions,

the report explains he ITSM process and what it entails and how it would be successful if implanted

in NNIT. It presents the process and its importance. As required, we put in place the measures that

would that ought to be implemented in order to have a successful service portfolio at NNIT. The

report was prepared using different sources as required. Most of the sources were from the internet

and journals. We also ensured we utilized benchmark data from successful users of the process

such as Vodafone Ireland.

Completing this report has ensured we have gained new skills and knowledge into understanding

and applying of new methodologies needed in IT organizations to improve customer service

delivery. We hope that the report meets your expectations and we are eagerly waiting for a

feedback.

Sincerely,

Student Name

Signature

Executive Summary

Intro

This report includes an analysis of the process of implementation of Information Technology

Service Management (ITSM) and the benefits of effective implementation of the process in NNIT.

The report contains quantitative studies into the process of the implementation that would be

successful and it analyzes the process of ITIL.

The report provides for three different tools that would be used for service strategy and service

design in comparison to companies that have successfully implemented the process. The

benchmark of our report was Vodafone Ireland that implemented the process successfully in the

year 2010.

The implementation of ITSM has the following challenges that include; the business faces

increased scrutiny. The requirement for IT cost straightforwardness and business value

demonstration; Expanded business (and client) desires: around IT nimbleness, accessibility,

"individual equipment," and support and client service; and increased business and IT complexity:

especially cloud, versatility, and consistence.

Part 1: Introduction

The need to expand incentives in business utilizing modern technology has driven different

businesses to execute the utilization of technology in their businesses. According to research,

technology plays a key role in the achievement of business strategies. IT management is vital for

the automation and support of human decision making (Gupta 2015 p.87). Information technology

service management mainly focuses on management of information technology related systems

and support that are required in organizations. The IT service management is the process by which

quality information technology services are employed to ensure availability of better services in

organizations. As information technology service management consultants, we generated this

report after a request by the head of IT department in NNIT Mr. Geoffrey Sponsor. The purpose

of this report is to review the current measures and practices in the existing Information

Technology service management to ensure efficiency (Zhang 2012 p. 64). This report covers the

Information Technology Service Management and presents the current trends and analysis of the

existing ITSM trends and practices and will relate to several themes in the paper. The report will

review and discuss the importance of Information Technology service management at NNIT and

the ITIL processes involved. The paper will also explain the service strategy of the organization

as well as outline the main difference between the service catalog and service portfolio and the

main reasons behind the successful implementation of the service portfolio at NNIT. The paper

will also analyze and provide a description of the necessary ITSM tools that should be considered

for portfolio management. Lastly, the paper will summarize the necessary tools needed by the

functionalities of the organization to support a successful management of service portfolio at

NNIT.

This report has been analyzed and prepared by A and B.

Part 2: Importance of ITSM at NNIT

NNIT is an external IT service provider based in Denmark that has grown tremendously over the

years.I n order for the organization to keep its business running at optimum, it has dedicated much

of its focus in providing value to their customers. With a specific end goal to offer some incentive

to the client, the IT management service provider must recognize and characterize what is valuable

to their customers.

According to Bernard (2012), the perception of value by the customers is influenced by the

functionality and accessibility of the service they are given. It is, therefore, important for ITSM

companies to understand that customers recognize the value of the services that are provided to

them and not the technology that was used to deliver the services.

In the past, IT associations have been technology and innovation focused (Vicente, Gama and

Silva 2013) which thus can prompt a lower quality of services rendered to clients. Previously,

NNIT has focused its concentration on technology as opposed to management and services,

combined with an absence of plainly characterized operational, vital and strategic procedures

prompt an apparent lower nature of management rendered by IT, lack of understanding of the

management and nature of administration conveyed to clients and absence of control over

administrations given by IT.

IT Service Management (ITSM) structures, for example, the Information Technology

Infrastructure Library (ITIL) give an arrangement of practices that once received can help an IT

organizations decrease the accentuation on overseeing innovation, for example, infrastructure and

applications, and rather concentrate on provisioning and working quality end-to-end IT services

(Tan Cater-Steel and Toleman 2009) ITSM perceives an IT association, for example, NNIT as a

Service Provider and gives an arrangement of best works on crossing the entire management of

services beginning from its initiation, design, organization, management, provisioning, support

and continuous modification (Module 2).

IT Service Management tries to adjust IT administrations with necessities, objectives and vital

heading of the business. A proficient and successful usage of IT Service Management brings about

higher authoritative execution and more noteworthy value gained (Bernard 2012). Additionally,

more noteworthy soundness in administrations given by IT, higher IT staff efficiency and more

prominent consumer loyalty (Tyre 2012).

The Information Technology Infrastructure Library (ITIL) gives an arrangement of best practices

that can be taken after to actualize a utilitarian IT Service Management structure. The ITIL

structure was initially created in the 1980s by the UK Government Office, Central Computer, and

Telecommunications Agency and has been persistently audited and improved since (Tan Cater-

Steel and Toleman 2009). ITILv3 is presently viewed as the accepted structure for executing ITSM

(Marrone and Kolbe 2010).

Research conducted have demonstrated that as ITIL system execution expands, so does consumer

loyalty and operational execution (Potgieter, Botha and Lew 2005). Besides, contextual analyses

propose enhanced initial response times to occurrences, diminished number of basic administration

interferences, essentially expanded staff efficiency and expanded cost investment funds (Tyre

2012).

Part 3: ITIL processes

Based on the case study, identify the ITIL processes in place at NNIT and report them in a table,

categorised by ITIL lifecycle stages. Based on the case and your knowledge,

Stage in Life Cycle

Processes

Service Strategy

Strategy Management for IT services

Service Portfolio Management

Financial Management

Demand Management

Business relationship management

Service Design

Design coordination

Service Catalogue Management

Service Level Management

Supplier Management

Capacity Management

Availability Management

IT Service Continuity Management

Information Security Management

Service Transition

Transition Planning and Support

Change Management

Service and Asset Configuration Management

Release and Deployment Management

Service Validation

Evaluation

Knowledge Management

Service Operation

Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management

Continual Service

Improvement

Seven Step Improvement

Service Reporting

The Service Strategy is the most important stage of the ITIL processes. This is because it forms

the basis to which other processes are based on. All other stages of the process originate from the

service strategy and its processes in the service portfolio.

Part 4: Service Strategy

A service portfolio is a far-reaching report utilized as a part of the life cycle management of every

one of IT's items and services, including those not offered anymore, those that are presently

offered, and the services in the pipeline. The service portfolio is an] verifiable living record of an

item and service-related exercises which are only internal (Iden 2013 p. 512). On the other hand,

service catalog explains items that are currently active. The inventory likewise incorporates what

the service is, its goals and objectives, the manner by which it will be performed, to what extent it

will take to finish, and estimated cost. The service catalog is an external facing document for the

end users.

The ITIL structure provides for five key processes and activities that are core to the creation of an

effective service strategy. They are as follows (Bernard 2012 p. 78):

i. Service strategy management for IT services

The basic role and goal of service strategy management is to give an analysis of the operating

environment of IT service companies, target market, abilities and current operations, then, in light

of this investigation, to create and actualize a strategic plan that is purposed on meeting the

organizations goals and objectives (Bernard 2012 p. 79).

ii. Service portfolio management

Some of the objectives of service portfolio management include given investigation of the potential

returns and the worthy risky levels, it gives a procedure and components which make it feasible

for an association to take choices in like manner on which service to give. It also gives a system

to the association keeping in mind the end goal to assess how the services make it meet the

technique, and reacting to the inner or outside changes in its surroundings (Fiegler 2016 p.89).

Additionally, service portfolio management is responsible for controlling the services which are

offered, keeping aware of their conditions and levels of the venture. Another objective of service

portfolio management is to monitor interests in services all through their life cycle so that an

association can assess its technique. Lastly, service portfolio management assesses the services

which are no longer being used and take choices as needs be for their retirement.

The purpose of service portfolio management is to ensure that the service supplier has the ideal

arrangement of services so it can adjust the interest in IT with the ability to get the coveted business

results. It monitors the interests in services all through their lifecycle. Service portfolio

additionally ensures that services are characterized unmistakably and connected to the

accomplishment of business results, accordingly guaranteeing that all outline, move, and operation

exercises are by the estimation of services. Service portfolio management assists the business to

settle on proper and great choices about speculations. Organizations cannot execute services since

they are smart thoughts or because they are an industry standard. Services are actualized just on

the off chance that they show a decent business case and clear rates of profitability. Service

portfolio management investigates this by contrasting the outcomes that are normal from the

clients and the capital required to construct and deliver service. Service portfolio management acts

as a tool for innovation within organizations.

iii. Financial management for IT services

IT financial management is a vital part of the service management prepare structure. The claim of

having the capacity to convey IT services at financial terms and conditions requires a

straightforward perspective of expenses for all procedures in the service association. Financial

management can fill in as a key apparatus for every one of the three service supplier sorts – whether

interior, outer and shared service supplier. The estimation of the IT services and the estimation of

the fundamental resources are assessed with the assistance of financial management.

Financial management decides all arranged and gathered expenses of the IT Association on the

premise of immediate and circuitous expenses. This makes objectivity for the exchange with the

client and subsequently a reason at an adjusted cost/execution proportion. Financial management

makes a strong establishment for speculation choices (Kozina 2014 p.57). The breakdown of

immediate and circuitous costs expands cost mindfulness. The client adopts a more cost cognizant

strategy to the utilization of the service thus supports the proficiency of the IT services on a focused

on premise.

iv. Demand management

Demand management tries to adjust supply to demand and tries to estimate the sale of items as

accurate as possible. As indicated by ITIL, the reason for demand management is to comprehend,

envision, and impact client demand for services. As a procedure, it is a piece of the ITIL service

system phase of the ITIL lifecycle (Van Bon 2008 p.16). Service process figures out which services

to offer to forthcoming clients or markets. The choices that are made in the service technique

organize to influence the service index, the business forms, the service work area, the required

limit, and the financial necessities of the service supplier.

As a component of the service strategy organizes, demand management justifies and advances the

utilization of IT assets. It guarantees that the measure of specialized and HR that has been planned

matches the normal demand for the service. On the off chance that the expectation is too low, the

settled upon service levels may not be conveyed. On the off chance that the forecasts are too high,

assets will have been apportioned to a service that won't be utilized (or paid for). Demand

management crosses over any barrier between service plan, limit management, and business

relationship management to guarantee that the forecasts are precise. Demand management is a

procedure inside ITIL that is steadier of different procedures than an independent procedure. Not

at all like incident management, for instance, are the exercises inside demand management not

unmistakable to the client. At the point when service demand is not legitimately adjusted, it

influences almost all aspects of the ITIL lifecycle. Like each procedure inside the ITIL structure,

demand management has a chain of obligation and proprietorship. Here, the proprietors are called

business relationship managers. Business relationship management makes and develops the

association between the client and the service supplier.

v. Business relationship management

Business Relationship Management process guarantees the great connection between service

supplier and the client. It is for the most part accomplished by recognizing, comprehension, and

supporting client's need and suitable services are created to address those issues. This process

ensures that the business can maintain its relationships with customers, monitor and the feedback

and complaints of customers and identify the service requirements.

Part 5: Service Portfolio Tool

A service portfolio tool is a dynamic technique to oversee interests in Service Management over

the venture, usually measured in monetary value. It depicts the services of a supplier as far as

business value is concerned. Some of these tools include:

a) Dashboards. Dashboards are tools that display data through devices to help you track advance

toward objectives continuously. The capacity to track the advance of a venture, Sprint, or issue is

essential for prevailing with deft, so we made setting up a dashboard basic and accessible to

anybody.

b) Metrics and analytics. Metrics and analytic are some of the tools used in portfolio management

through agile service management. HR metrics is the data used to evaluate the cost and the effect

of ability management projects and HR procedures, and measure the accomplishment of HR

activities. Metrics increase the value of associations by giving the data required to settle on the

best choices about their ability. (Jula 2014 p. 3809) Metrics report present, progressing and year-

over-year numbers for normal zones of HR, for example, representative engagement, maintenance,

and execution. Metrics track movement, but they do not demonstrate a causal relationship. Metrics

alone do not indicate what influences engagement, what causes a turnover and what drives

execution. Continuous use of analytics over time makes it predictive. This is useful in identifying

the top performers in the organization, the initiative to improve the performance of employees and

the most successful employees in an organization. Big data alludes to a set of data sets that are so

vast and complex that it winds up plainly hard to process utilizing available database management

instruments or customary data preparing applications. It's anything but difficult to perceive how in

bigger associations with a huge number of workers and numerous HR data focuses how HR can

end up with a big data issue.

c) ITSM suites are tools that are used for service portfolio. They include:

Service Desk/Trouble Ticketing. The service desk is the single purpose of contact for IT Support,

overseeing incidences and service demands, and taking care of correspondence with clients.

Computerized ticket following, steering, and email notices help settle issues and demands

effectively, and self-service access for clients helps them discover answers to regular issues

rapidly. With the correct instrument set your service work area can enhance IT and business forms

over the association to run all the more effectively.

IT Asset Management. Receiving the highest returns from IT venture begins with an unmistakable

perspective of all your equipment and programming resources. IT resource management

programming ought to have the capacity to find IT resources all through the earth (specialist and

agentless alternatives) and interface IT advantages for services for better change management and

speedier issue determination. Search for sensibility highlights that convey, arrange, and fix

gadgets, working frameworks, and applications.

Configuration Management Database (CMDB). Each segment, or arrangement thing, that should

be figured out how to conveyance an IT service, is contained in your CMDB. At any given time,

you require affirmation your data is exact. BMC Atrium CMDB gives a total, exact, and

exceptional perspective of the general population, procedures, and advancements that make up

your business and IT conditions.

ITIL-Compliant Incident/Problem/Change Management. ITIL, the most generally acknowledged

way to deal with IT service management, helps associations utilize IT to acknowledge business

change and development. Episode management is firmly fixing to other service management forms

including issue and change management (AAS, T.H., BREUNIG 2017 p.175). Mechanizing

occurrence and issue management work processes can enhance determination times and avoid

future episodes. Change management is the procedure intended to comprehend and limit dangers

while rolling out IT improvements.

Service Catalog. Clients rely on upon your service list to demand or get to the IT services they

should be fruitful. MyIT Service Broker helps you stay away from index sprawl by accumulating

equipment, programming, and services from various cloud-construct and on-premises sources,

transforming your service list into an advanced service application store.

Knowledge Management is the act of acquiring, sorting out, and presenting of information inside

the service management association to tackle issues quicker. By putting the correct data before the

perfect individuals at the opportune time, you can decrease the weight on IT and essentially

enhance consumer loyalty.

Part 6: Conclusions and recommendations

NNIT is an Information technology service management provider company based in Denmark.

The company has discovered a dysfunction in delivering their services. Previously, the company

used to put more focus on innovations and technology. However, during a recent review of the

management process, it discovered that customer loyalty is attached more on to the value the

company offers the customers as compared to the technology the organization uses to deliver the

services.

NNIT will create a new model of the customer service approach. This model will focus more on

creating value to the delivery of services to customers as a way of retaining the existing customers

and attracting potential customers. The company previously focused on innovative means of

service delivery that did not create much value to the customers.

Service management tools have been deployed to provide feedback on how the user finds the

services provided as well as enhancing the ease of access and usability to the user. These tools

include dashboards, metrics, and analytics as well as ITSM suite to get data on customer feedback

and help improve the customer service process.

Upon completion of the review and implementation process put in place by NNIT, the organization

anticipates increased revenues from the income as well as more customers and market share. This

is due to the improvement of value gained from the customers, and this will help retain the

customers due to the innovative and quality services offered to the customers, and this will help

the organization to maintain its position as the country’s leading ITSM service provider and

expand beyond the boundaries of the business.

We would recommend the company to embrace the process of ITSM in order to gain the benefits

associated with its implementation. The main tool we would suggest for service portfolio

development would be through the use of ITSM suites that are widely available and convenient

for use. If implemented, this would guarantee the company a boost as far as customer service and

value is concerned.

References

AAS, T.H., BREUNIG, K.J. and HYDLE, K.M., 2017. EXPLORING NEW SERVICE

PORTFOLIO MANAGEMENT. International Journal of Innovation Management,

p.1750044.

Bernard, P., 2012. Foundations of ITIL® 2011 Edition. Van Haren.

Bhagwatwar, A., Bala, H. and Ramesh, V., 2014. IT Service Management Employee

Compensation: Determinants and Outcomes. e-Service Journal,9(3), pp.1-18.

Butt, S.M., Mazlina, A.M. and Yaqoob, L., 2015. Review Paper on the importance of Usability in

Agile Software Development. Durreesamin Journal,1(2), pp.1-5.

Fiegler, A., Zwanziger, A., Herden, S. and Dumke, R.R., 2016, October. Quality Measurement of

ITIL Processes in Cloud Systems. In Software Measurement and the International

Conference on Software Process and Product Measurement (IWSM-MENSURA), 2016

Joint Conference of the International Workshop on (pp. 87-94). IEEE.

Gupta, P.P., 2015. A Survey on IT Management and Control Frameworks for Cloud

Computing. Wireless Communication, 7(3), pp.84-87.

Iden, J. and Eikebrokk, T.R., 2013. Implementing IT Service Management: A systematic literature

review. International Journal of Information Management,33(3), pp.512-523.

Jula, A., Sundararajan, E. and Othman, Z., 2014. Cloud computing service composition: A

systematic literature review. Expert Systems with Applications, 41(8), pp.3809-3824.

Kozina, M. and Crnjak, T., 2014, January. IT Customer Relationship Management supported by

ITIL. In Central European Conference on Information and Intelligent Systems (p. 170).

Faculty of Organization and Informatics Varazdin.

Potgieter, BC, Botha, JH & Lew, C 2005, ‘Evidence that use of the ITIL framework is effective’,

18th Annual Conference of the National Advisory Committee on Computing

Qualifications, Tauranga, NZ

Tan, W, Carter-Steel, A & Toleman, M 2009, ‘Implementing IT Service Management: A Case

Study Focussing on Critical Success Factors’, Journal of Computer Information Systems,

vol. 50, no. 2, pp.1-12.

Van Bon, J., De Jong, A., Kolthof, A., Pieper, M., Tjassing, R., van der Veen, A. and Verheijen,

T., 2008. Foundations of IT Service Management Based on ITIL® (Vol. 3). Van Haren.

van Ommeren, E., van Doorn, M., Dial, J. and van Herpen, D., Design to Disrupt.

Vicente, M., Gama, N. and da Silva, M.M., 2013, September. The value of itil in enterprise

architecture. In Enterprise Distributed Object Computing Conference (EDOC), 2013 17th

IEEE International (pp. 147-152). IEEE.

Zhang, Y., Zhang, J. and Chen, J., 2013, April. Critical success factors in IT service management

implementation: People, process, and technology perspectives. In Service Sciences (ICSS),

2013 International Conference on(pp. 64-68). IEEE.

Appendix: Journal

Activity/sources visited

Date of activity

Member A&B

Discussions

2 hours

May 3

Member A&B

www.nnit.com

1.5 hours

May 3

Member B

IT Customer Relationship

Management supported by ITIL

30 minutes

May 4

Member A

Quality Measurement of ITIL

Processes in Cloud Systems

1 hour

May 4

Member B

Critical success factors in IT service

management implementation

1 hour

May 4

Member A&B

Textbook

3 hours

May 5

Member A

Quality Measurement of ITIL

Processes

1.5 hours

May 5

Member A

Wireless Communication

1 hour

May 5

Member B

A Survey on IT Management and

Control Frameworks for Cloud

Computing.

2 hours

May 5

10.

Member A

EXPLORING NEW SERVICE

PORTFOLIO MANAGEMENT

1 hour

May 6

11.

Member B

Implementing IT Service Management

1.5 hours

May 6

12.

Member A

Cloud computing service composition

30 minutes

May 6

13.

Member A

A Survey on IT Management and

Control Frameworks for Cloud

Computing

30 minutes

May 6

14.

Member A&B

Writing a draft of the report

2 hours

May 7

15.

Member A&B

Final report and appendix

7 hours

May 8

16.

Member A&B

Proof reading

2 hours

May 9

Total time

Final Report

25 hours

May 3- May 9

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