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Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
Seminar IT Service Management pada Perhotelan  8 november 2013
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Seminar IT Service Management pada Perhotelan 8 november 2013

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IT Service Management for Hotel

IT Service Management for Hotel

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  • 1. IT SERVICE MANAGEMENT UNTUK MENGATASI GAP DALAM JASA PELAYANAN PELANGGANG HOTEL Dr. Yeffry Handoko Putra SEMINAR SEHARI IT SERVICE MANAGEMENT PADA PERHOTELAN 8 November 2013 Magister Sistem Informasi Magister Manajemen
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  • 4. A Hotel Service Management Strategy & Planning - a quick way of getting started…  Rapid and structured technique for triaging customer pain points  Rapid planning approach for IT service management capabilities  Generates a collaboratively-developed strategic initiatives roadmap  Based on accepted IT standards and practices like ITIL®, ISO & Identify and prioritize your most urgent priorities COBIT® What hurts the most? 4
  • 5. Hotel Service Management: No longer just an IT problem  Hotel are trying to solve real business challenges  Hotel Service management needs to address these business issues  Leverage accepted standards such as ITIL, ISO, COBIT  The right approach is to consider all the models and frameworks while staying focused on the business problem to be solved The real goal… “How do I deliver Hotel business value?” 6
  • 6. Literature Review Perceived Service Quality  In a later Parasuraman et al. (1988) work, the authors reduced the original ten dimensions to five. Each dimension is measured by five items (a total of 22 items across the five dimensions). The definitive five dimensions were: 1) Tangible: the appearance of physical facilities, equipment, and personnel. 2) Reliability: the ability to perform the promised service dependably and accurately. 3) Responsiveness: willingness to help customers and provide prompt service. 4) Assurance: the knowledge and courtesy of employees, and their ability to inspire trust and confidence. 5) Empathy: the level of caring and individualized attention that the firm provides to its customers.
  • 7. Hotel Service Management is Complex  Changing Business Expectations  Evolving IT Environment  Stages in the Adoption of ITIL  Continual, Proactive Service Improvement  Lack of Skills and Resources Service Management is evolving and changing. Realizing business value means embracing a continual mode of learning and evolving set of processes and experience. “How do I put this all together?” 8
  • 8. 9
  • 9. Moving from best practices to effective implementation You need well-trained people armed with the right information to execute welldefined, technology-enabled processes to deliver high-quality services to the business functions they support People • • • • Roles, teams and functions Skill requirements Job descriptions Performance indicators Process • • • • Staffing levels Resource acquisition Training curriculum Staff training 10 ISM architecture Tool requirements Tool evaluation and selection Tool installation Technology and information requirements Policies and governance Process design Detailed workflows Workflow implementation Procedures Information Technology • • • • • • • • • • • • • • Development environments Customization and integration Testing Deployment • • • • • • Information requirements Data model Information flows Interfaces and integration Measurements Reports
  • 10. Standards and Best Practices… Alphabet Soup? CMMI-DEV, CMMI-ACQ, CMMI-SVC ISO 9001 ISO/IEC 20000 ISO/IEC 15504 ISO/IEC 38500 ISO/IEC 90003 13
  • 11. The “crux” of service management is how do you get from “knowing” best practices to “doing” them? “we know” CMMI-DEV, CMMI-ACQ, CMMI-SVC ISO 9001 ISO/IEC 20000 ISO/IEC 15504 ISO/IEC 38500 ISO/IEC 90003 14 “we do”
  • 12. ITIL v3 brought about a change to focus on the Service Lifecycle Continual Service Improvement Processes Service Strategy Processes Service Design Processes Service Transition Processes Service Operation Processes Financial Management Demand Management Service Reporting Service Level Management Service Portfolio Mgmt Service Catalog Management Strategy Generation Availability Management Capacity Management Service Continuity Management Information Security Management Supplier Management Change Management Service Measurement Governance Methods ow Kn le dg e & i Sk St a lls Continual Service Improvement Service Asset and Configuration Management nd a rd s Al ig Knowledge Management nm en t s lty T opic Templates Templates Templates n n on c c cti du Ai d s Qualifications W Service Evaluation Event Management y ilit lab o n n ntr Co n Im tinu pr al ov S em erv en ice t I I I iv ive t iv c c cu s in ic k Qu Release & Deployment Management Incident Management Service Transition Sc a Spe cia s s ies ITIL ice rv Se nt a al ua me i i v v tin ve o on pro p Co Imp I I e E E Ex St ud y Service Validation & Testing tu tud Stu Service Strategies Service Operation Service Improvement Transition Planning & Support s s se Ca Service Design Request Fulfillment Problem Management Access Management Operation Management 15 Service Lifecycle Governance Processes Service Lifecycle Operational Processes
  • 13. Service Management Standards are expanding The ISO IEC 20000 Series of International Standards for Service Management Mappings Study Group Reports Service Management Process (Maturity) Assessment ISO/IEC 15504-8 16 20000-2 advice 20000-3 advice Incremental approach Single step approach ISO IEC 20000-1 Service Mgmt Requirements 20000-XX Step 3 20000-XX Step 2 20000-XX Step 1 Service Management Process Reference Model ISO/IEC 20000-4
  • 14. ISACA/ITGI - COBIT, Govenance  COBIT, Governance, Security, Business Case….  New focus on Service Management  ISO IEC 38500 Guidance  COBIT in continual improvement – Management Controls of IT Services  Management Control and Governance of IT Services – not just security and audit focus 17
  • 15. eTOM Release 8.0 Business Process Framework for Enterprise Management Strategic & Enterprise Planning Knowledge & Research Management Strategic Business Planning Knowledge Management Enterprise Effectiveness Management Financial & Asset Management Enterprise Risk Management Human Resources Management Stakeholder & Ext. Relations Management Corporate Comms & Image Mgt Process Management & Support Financial Management Business Continuity Management HR Policies & Practices Business Development Research Management Enterprise Quality Management Asset Management Security Management Organization Development Community Relations Management Enterprise Architecture Management Technology Scanning Program & Project Management Procurement Management Fraud Management Workforce Strategy Shareholder Relations Management Group Enterprise Management Enterprise Performance Assessment Audit Management Workforce Development Regulatory Management Insurance Management Employee & Labor Relations Mgt Legal Management ITIL Release & Deployment Management ITIL Service Catalogue Management Facilities Management & Support ITIL Change Management ITIL Service Level Management ITIL Event Management ITIL Capacity Management ITIL Incident Management ITIL Service Asset & Confg Management ITIL Problem Management ITIL Request Fulfillment ITIL Continual Service Improvement ITIL Info Security Management 18 ITIL Availability Management ITIL Service Continuity Management Revenue Assurance Management Board & Shares/Secur. Management www.tmforum.org
  • 16. Mappings between models is routinely required in all service management initiatives Reference Model ITSM best practices (ITIL) Best practices for IT service management COBIT IT governance control Sarbanes-Oxley US regulatory compliance for IT CMMI Improving project processes eSCM eSourcing eTOM Standard for telecom industry processes ISO/IEC 17799 Measuring quality of information security management ISO/IEC 19770 Managing software assets ISO/IEC 20000 Measuring the quality of IT service management ISO/IEC 27001 Specification for information security management systems PRM-IT Process reference model for IT RUP Software and systems development process Six Sigma 19 Purpose Continuous improvement of processes
  • 17. What else does it take to successfully implement best practices?   Governance model  Capability maturity improvement approach  Design & implementation methods  Project management  Tool Vendor Relationships and “one throat to choke” if possible  20 Implementation methods, assets and skills Reuse intellectual assets if possible
  • 18. Hotel Investment in Service Management based on IBM In the last 5 years, IBM has invested over $50 billion to advance Service Management  Investment in our People  Investment in Service Management Technology  Investment in Service Management Best Practices Leverage years of experience, thought leadership and proven best practices to navigate your way to realizing Service Management benefits 21
  • 19. We take an integrated approach to best practices IBM Service Management Transforming Assets Into Business Value IBM Service Management Model™ Governance Model Business Component Models 22 Mappings, Other Guidance Mappings, Other Guidance Information Reference Model Organization Reference Model ISM Reference Architecture Software, Systems, Software as Service, Cloud, Appliances, Financi al Services, Business and IT Services, Managed Services Process Reference Model ™ Value Services Reference Model for IT™
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  • 21. IBM Development SSME Other Models Service Mgmt Standards Managers Set Computer Operations Set ITIL Software Support Set Service Delivery Set Networks Set IBM Information Systems Management Architecture Information System Management Architecture Strategic level processes Tactical level process Development planning Application planning Data planning Systems planning Project planning Strategic planning and control Business strategic planning Architecture definition I/S strategic planning and control Maintenance control Proj. assignment Proj. scheduling Proj. controlling Proj. requirement control Proj. evaluating Resource control Change control Resource and data inventory control Service Support Set IBM IT Process Model v2 Service support Service delivery Software Asset Management ICT Infrastructure management Security management Application management IBM Systems Management Solution Life Cycle Phase 1 Define Solution Approach Service planning Service mkt. planning Service level planning Recovery planning Security planning Audit planning Assessment Strategy Solution Selection Phase 2 Design Solution v3 IBM Component Business Model for the Business of IT IBM Process Reference Model for IT Manage the Business of IT Processes Data Organization High Level Design Detail Design Information services Financial administration Staff performance Education/training Production Distribution Customer services Service marketing IT Direction Solution Development Solution Deployment IT Operational Services IT Resilience IT Administration Stakeholder Requirements Management IT Strategy Solution Requirements Change Management Service Execution Compliance Management Financial Management IT Governance & Management System Capabilities IT Customer Transformation Management IT Research and Innovation Solution Analysis and Design Release Management Data Management Security Management Service Marketing and Sales Architecture Management Solution Build Configuration Management Event Management Availability Management Supplier Relationship Management IT Governance & Management System Evaluation Service Level Management Risk Management Solution Test User Contact Management Capacity Management Service Pricing and Contract Administration IT Portfolio Management Solution Acceptance Incident Management Facility Management Workforce Management Problem Management IT Service Continuity Management Knowledge Management Program and Project Management Production and Dist. scheduling Resource and data performance control Problem control Service evaluating Administrative services IT Customer Relationships IT Governance & Management System Operation Architecture IT Governance & Management System IT Governance & Management System Framework Service Control Operation D Development and Maintenance Application/software dev. & upgrade Appl./soft. procurement & upgrade Hardware/facility install. & upgrade Maintenance Tuning and system balancing Management system dev.. & upgrade Service management The business perspective Customer Satisfaction Management Management planning Management system planning Management system monitoring Resource planning Capacity planning Skills planning Budget planning Tactical plan mgmt. Operational level process and Development Planning to implement service management Environmental Strategy Set Office Environment Set v1 Environmental Management Set eSCM The technology 24 Academia The business Public Domain Development IBM has developed an entire set of intellectual assets to help clients adopt and adapt best practices and standards Manage Delivery Phase 4 Deliver Service Develop Deploy Phase 3 Implement Solution Asset Management IBM Tivoli Unified Process
  • 22. Example: Protel Air 28
  • 23. Q&A 29
  • 24. Thank you Dr. Yeffry Handoko Putra Ketua Pusat Studi Tata Kelola dan Kerangka Kerja IT Email: pstk3it@gmail.com 30
  • 25. Best Practices in Hotel Incremental Conformance: Staged approach to implementing requirements of a conformance standard. Management System Requirements Audit/Assessment Body of Knowledge (BoK) or Library: Code of practice, generally accepted principles, what has worked for others and what has not. Advice, Guidance, Experience. Learning, Practical Advice Conformance Standard: Auditable practices for a quality management system. Yes/No Management system requirements. Audit/Assessment Capability Model: Different types of capabilities. Specific to a context. IT enabled services, software engineering. Managing different things. Comparison, Improvement 31 Adoption Model: Applying service management best practices to increasingly valuable business outcomes. (Systems, IT Services, Business Performance) Managing different things. Strategic Planning Best Practices Maturity Model: How well a management capability is performed. Independent of context. A phased approach to doing things better. Managing things poorly or well. Diagnosis & Remediation Planning
  • 26. More changes are also being considered 32 Quality Management Systems Requirements ISO 9001 Governance Standards ISO IEC NNNNN ISO NNNNN Application of ISO 9001 to Service Management Service Lifecycle Processes ISO IEC 90003 ISO IEC 12207 Application of ISO 9001 to Software Lifecycle Software Lifecycle Processes ISO IEC 90005 ISO IEC 15288 Application of ISO 9001 to Systems Lifecycle Systems Lifecycle Processes ISO 9001:2000 expects an organisation to: • to identify processes required for production of high quality products • to determine sequence and interaction of these processes • to design and document each process • to check and analyse the implementation of each process, and continually improve effectiveness of the system
  • 27. 33
  • 28. IT Governance – International Standards  ISO IEC 38500 – Governance of the management processes related to IT services.  ISO IEC NWIP – Guidance on adopting ISO IEC 38500 concurrent with process frameworks such as ITIL, CobiT and VaL-IT  ISO IEC Joint Technical Committee 1 and WG1A – New High Level Governance Standards Working Group  ISACA/ITGI – New guidance on ISO IEC 38500 as well as service management What does all this mean? 34 e Strategy Performance Acq uis itio n nc ma for Con Evaluate Direct Monitor • It highlights the importance of IT governance as well as directing and controlling service management • It makes clear that due to the risks, costs and human effort involved IT services, that IT must be well governed. • That, due to the significant levels of positive and negative risk as well as costs related to IT, it is the responsibility of the board of directors to direct that IT be well governed

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