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An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
An ITSM journey research and experiences 20130404
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An ITSM journey research and experiences 20130404

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“An ITSM Research Journey: Findings, Experiences, Reflections” talk presented to Bond University IT Governance Postgraduate Students on 04 April 2013. …

“An ITSM Research Journey: Findings, Experiences, Reflections” talk presented to Bond University IT Governance Postgraduate Students on 04 April 2013.

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  • Why measure the performance of ITSM – significant investment in IT and ITSM, problematic for theory and practice,
    Understanding ITSM benefits, ITSM metrics in use, ITSM metrics derivation and factors influencing the selection of ITSM performance measurement will contribute to developing an ITSM performance measurement framework.
  • Why we conducted the study
    How we conducted the study
    What we learnt from the LR, Survey, Case Studies and Design
    ITSM PMF from the study
  • The measurement of performance of IT service management (ITSM) is an ongoing challenge for academics and practitioners.
    In an effort to achieve service oriented management of their Information Technology (IT) or Information Systems (IS) operations, organisations adopt ITSM frameworks such as IT infrastructure library (ITIL®).
  • Survey – 2085 ITSMFA members in 2009
    Case Study – 2 hour interviews at 6 organisations
    Content Analysis – 4 researchers, interview transcripts, survey responses, organisation documents
    Cross-Case Analysis – used to aggregate case study findings
    Design – IS DSR, MAPS – Analyse, Design, Build, Evaluate, Communicate
  • Literature review protocol specified the research question being addressed, methods used to perform the review, the search strategy, inclusion and exclusion criteria, information to be obtained from each primary study, and quality criteria by which to evaluate each primary study.
  • ITSM Performance measurement should be done to address the three broad economic areas of profitability, quality and productivity.
    ITSM performance measurement should be balanced along the four BSC perspectives of financial, customer, internal business and innovation and learning.
    ITSM performance measurement should be at the IT service constituents level of actors, tools, management, capabilities and environment.
  • Counts (Quantity)
    Duration (Quantity)
    Rate (Quantity)
    Percentage (Quantity)
    Promptness (Quality)
    Success (Quality)
    Priority (Quality)
    Impact (Quality)
    Process avoidance (Quality)
    Effectiveness (Quality)
    Stability (Quality)
  • Counts (Quantity)
    Duration (Quantity)
    Rate (Quantity)
    Percentage (Quantity)
    Promptness (Quality)
    Success (Quality)
    Priority (Quality)
    Impact (Quality)
    Process avoidance (Quality)
    Effectiveness (Quality)
    Stability (Quality)
  • Case study findings suggest that selection of ITSM performance metrics is influenced by a range of internal and external environment factors.
    Case A and C the two MSPs both had external customers as an influencing factor.
    There was variation in the range of influencing factors. Case E reported 16 environmental factors and Case D reported 6 external factors.
  • The selection of ITSM performance metrics is influenced by internal and external environment factors
    New internal contingency factors such as ITSM and ICT tools and corporate performance measurement framework
    Of the external factors identified in previous studies only industry sector and resources
    Organisations using a corporate performance framework (ACD) had a clearly defined set of metrics
  • Copy, Save, Share
  • Case study findings suggest that selection of ITSM performance metrics is influenced by a range of internal and external environment factors.
    Case A and C the two MSPs both had external customers as an influencing factor.
    There was variation in the range of influencing factors. Case E reported 16 environmental factors and Case D reported 6 external factors.
  • Case study findings suggest that selection of ITSM performance metrics is influenced by a range of internal and external environment factors.
    Case A and C the two MSPs both had external customers as an influencing factor.
    There was variation in the range of influencing factors. Case E reported 16 environmental factors and Case D reported 6 external factors.
  • Case study findings suggest that selection of ITSM performance metrics is influenced by a range of internal and external environment factors.
    Case A and C the two MSPs both had external customers as an influencing factor.
    There was variation in the range of influencing factors. Case E reported 16 environmental factors and Case D reported 6 external factors.
  • Transcript

    • 1. An ITSM Research Journey: Findings, Experiences, Reflections Francis Gacenga
    • 2. Road Map Introduction The Research Research Findings Reflections Discussion
    • 3. Introduction Work Researc h
    • 4. The Research Information Information Technology/Systems Technology/Systems Management Management Information Technology Information Technology Service Management Service Management (ITSM) (ITSM) ITSM performance ITSM performance measurement measurement
    • 5. Research Design
    • 6. Conceptual Model
    • 7. Literature Review
    • 8. High Level ITSM PMF
    • 9. Survey Method Purposive sample of itSMF Australia members 2085 surveyed, 263 responses, 214 usable Key Quantitatives BSC mostly in use, close to half do not know PMF in use Significant correlation between metrics and PMF use Process benefits related to organsiation level benefits Key Qualitatives Process metrics focused on outcomes, stage, types, conduct Typical quantity and quality measures in use Measuring practice and challenges
    • 10. Refined Conceptual Model
    • 11. Case study method: 6 case studies, 2 hour structured interviews, content analysis and cross case analysis P u b l i c Client Services Director • Admin - IT managed service provider • 200 to 999 staff $ P r i v a t e Service Plan Director, Performance Manager • Health & community services • > 10,000 Staff $5 to $9 Million ITSM 4 years A $ • IT managed service provider • > 10,000 staff > $150 Million ITSM 7 years ITSM 8 years •Education •5,000 to 9,999 staff B $ Services Manager, Reporting Analyst, Project Office Manager, Operations Manager QA & Certification Manager $ > $150 Million Biz Integration Manager, Service Level Manager, Service Manager, IT Serv. Office Director, C > $150 Million ITSM 3 years E ITSM 4 years D Service Desk Manager •Health & community services •2,000 to 4,999 staff •Not for Profit •200 to 999 staff $ > $150 Million $ > $150 Million ITSM 1 year F
    • 12. Factors Influencing the Selection of ITSM Metrics Organisation culture INT ITSM manager perspective INT Legislation EXT A B INT Governance, Strategy & goals IS Function structure ICT tools in use F E Senior management philosophy INT Industry sector EXT C D KEY: INT – Internal EXT - External
    • 13. ITSM Performance Metrics Selection Model ITSM Performance DIMENSIONS & Sample Metrics SERVICE External Contingency Factors • • • • Legislation (5) Industry sector (5) ITSM resources (4) External customers (3) • Customer satisfaction of end-to-end service • Response time • Transaction time Internal Contingency Factors Parent Organisation FUNCTION • Actual spend against budget • Number of complaints and compliments PROCESS • • • • Number of incidents Number of successful changes Incidents caused by changes Operating level agreement breaches TECHNOLOGY • Network bandwidth usage • Server power consumption • • • • • • • • Selection of ITSM Performance Metrics Governance framework (6) Corporate strategy & goals (6) Organisation culture (5) Senior management philosophy (5) Internal customers (4) Corporate performance framework (3) Senior management needs (3) CIO influence (3) IS Organisation • • • • • • • IS function structure (6) ITSM & ICT tools in use (6) IS manager perspective (5) IS function size (4) IS goals (3) IS function maturity (3) IT operations staff influence (3) Based on Saunders and Jones (1992) and Myers et al. (1997).
    • 14. Confirmed Conceptual Model
    • 15. Sample Metrics with Constituents
    • 16. Reflections
    • 17. Discussion
    • 18. THANK YOU Links to publications available at: http://works.bepress.com/francis_gacenga/ http:// eprints.usq.edu.au/view/people/Gacenga=3AFrancis=3A=3A.html
    • 19. Case Study: Factors Influencing the Selection of ITSM Metrics INT Governance, Strategy & goals IS Function structure ICT tools in use ABC DEF
    • 20. Case Study: Factors Influencing the Selection of ITSM Metrics Organisation culture INT ITSM manager perspective INT Legislation EXT AB DEF
    • 21. Case Study: Factors Influencing the Selection of ITSM Metrics AC DEF Senior management philosophy INT Industry sector EXT

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