Creating an innovation‐oriented technology strategy

Recently many companies have increased their investment in IT because they are increasingly interested in taking advantage of IT and they recognized that it was a very important strategic resource that any organization should manage. That means that the members of a company or an organization realized the importance of IT specialists` coordinating and working in partnership with the business employees to ascertain the high quality and productivity through IT services. While the company looks at IT cost reduction, there is a pressure from users for more support and service from IT departments. That means IT service providers have to offer improved service quality at reasonable cost. To solve the contradictory problem, this paper proposes the application of IT service management. If the IT service management is implemented properly, an organization can attain the tangible and intangible results which are profitable and effective. In Korea, studies on IT service management have focused only on getting a certification and development issues, and there are few papers which accomplished empirical studies. From the viewpoint of Resource-based theory, this study reviews the definition of IT service management and its elements. It has demonstrated empirically how IT service management can have an impact on IT service management performance. As a result, IT service management plays a role in adding and improving the practical use and efficiency of IT service management. In conclusion, this study contributes to support and show the critical point of the previous literatures about IT service management and offers the new practical implications for business sectors.

The effective management of IT infrastructure in educational institutions is critical for supporting seamless academic and administrative operations in an increasingly digital environment. Universities and colleges face challenges such as frequent IT service disruptions, inefficient incident management, and the lack of standardized service delivery processes. This paper explores the application of the Information Technology Infrastructure Library (ITIL) framework as a structured approach to IT Service Management (ITSM) within higher education institutions. By analyzing existing incidents, service requests, and operational inefficiencies, the study identifies key areas where ITIL principles can improve service efficiency, reduce system downtime, and enhance overall user satisfaction among students, faculty, and staff.The research employs qualitative methodologies, including focus groups and structured interviews with IT administrators, academic personnel, and students, to assess IT infrastructure challenges and service management needs. Additionally, the study investigates the impact of modern ITSM tools, such as Jira Service Management, in automating service workflows, tracking incidents, and improving resolution times. A comparative analysis of IT service performance before and after ITIL implementation highlights significant improvements in response efficiency, proactive monitoring, and structured service request handling. Findings indicate that adopting ITIL-based service management practices leads to enhanced IT operations through improved resource allocation, automated incident tracking, and data-driven decision-making. Standardizing workflows and implementing proactive IT monitoring strategies enable universities to mitigate recurring technical issues and optimize IT support services. The study concludes with recommendations for the effective adoption of ITIL frameworks in higher education institutions, emphasizing the long-term benefits of IT governance, continuous service improvement, and user-centric IT service delivery.

IT service provider organizations need both IT service management (ITSM) and IT service governance (ITSG) to ensure successful service provision for their customers. However, current service science literature has not adequately addressed how these activities differ from each other. Focusing solely on IT service management and ignoring service governance aspects may cause difficulties in measuring the performance of service management, defining and deploying the roles and responsibilities of service management, allocating the resources for right service improvements and adopting the service-oriented process culture. The research problem of this study is: How does IT service management differ from IT service governance? The main contribution of the study is a framework for IT service governance and a roadmap of IT service management frameworks and standards that can be utilized in establishing IT service governance activities. The theory-based framework is validated in an IT service change management case study with five Finnish IT service provider organizations. The results of this study may be used by top management, service directors and the IT service managers of IT service companies to better identify different aspects of IT service management and IT service governance.

Though analyzing the IT service management framework and associated processes of KM company, this paper determines various indicators of IT service management process. The weights of each indicator are calculated with analytical hierarchy process (AHP), and the evaluation was executed in KM company. And the suggestions are proposed with consideration of both the evaluation results and the real situation of KM company’s IT service management. The case is deeply considered in the views of IT service management objectives and misunderstandings, customer satisfaction model of IT service management, knowledge supporting structure of IT service management. It is concluded that if the organization wishes to successfully implement IT service management’s customer satisfaction model, it should eliminate the misunderstandings of IT service objectives first, while the adoption of knowledge supporting structure of IT service management can play a multiplier effect.

Though analyzing the IT service management framework and associated processes of KM company, this paper determines various indicators of IT service management process. The weights of each indicator are calculated with analytical hierarchy process (AHP), and the evaluation was executed in KM company. And the suggestions are proposed with consideration of both the evaluation results and the real situation of KM company’s IT service management. The case is deeply considered in the views of IT service management objectives and misunderstandings, customer satisfaction model of IT service management, knowledge supporting structure of IT service management. It is concluded that if the organization wishes to successfully implement IT service management’s customer satisfaction model, it should eliminate the misunderstandings of IT service objectives first, while the adoption of knowledge supporting structure of IT service management can play a multiplier effect.

<i>Guidelines From 80001</i> : Maintaining a Medical IT Network

This paper try to design structure of IT Service system Design and Management of Educational Information System in University The frame of IT service system is including analysis of users' requirement, IT service management system, IT Service Management System Foundation and IT Service organization. Help desk becomes only interface for all levels of users according to their individual demands. Though analysis of service events and user's feedback in service flow, it also provides the decision-making to improve the quality of IT service system.

Nowadays being an information system administrator or Information and Communication Technology (ICT) specialist is a very creative position. There are no strictly defined standards and guidelines what knowledge and skills the ICT specialist should have. It is also not clear what available solutions he should use to effectively manage the various types of information technology systems and infrastructures. Information Technology Infrastructure Library (ITIL) gives only direction and overview of IT service life-cycle and management of IT service processes. Standards like ISO 27000 (standard for IT security) and ISO/IEC 20000 (standard for IT Service Management) provide only normative and theoretical base for IT service management. The goal of the paper is to develop a practical knowledge and technology approach that can help ICT specialist to build and to manage IT infrastructure more effectively. This approach includes modern virtualization technologies and cloud computing, operating systems and effective operating system management solutions, IT resource monitoring, data backup and security monitoring systems, network security solutions and centralized IT system log management. It will help ICT specialists to acquire management processes, identify process ownership of management levels and understand ITIL best practice role in IT governance. They will get knowledge how to use specific software functionality and set of technologies to manage IT, IS systems in most effective way. The teaching approach is based on hands-on exercises and automated aids for checking completion of the exercises are provided.

The article presents metrics for managing IT services in a service-oriented architecture of the information system. Cognitive management of the effectiveness of IT services is considered on a variety of ICT infrastructure management metrics, information system management metrics, IT service management metrics. The necessary components of the formation of an analytical platform for the cognitive management of IT services in the EIM environment for SAP BI (Business Objects Business Intelligent) are considered. A model of cognitive management of IT services using key performance indicators (KPIs) for managing IT service metrics is presented.

The IT Infrastructure Library (ITIL) provides guidelines for IT service providers how to design, manage and support IT services. ITIL is the most widely used IT service management framework. It consists of best practices that can be used in implementing, for example service support processes, such as incident management and problem management. Although ITIL includes a wide list of process metrics, it does not provide sufficient information how IT service management process measurements should be done in practice. The research problem in this paper is how the measurement of the IT service support processes can be improved? In this paper, an ITIL-based IT service management measurement system (ITSM-MS) and its implementation project are presented. The ITSM-MS can be used to measure the performance of IT service support processes. The ITSM-MS was developed in cooperation between MaISSI (Managing IT Services and Service Implementation) research project and an IT service company in Finland.

Purpose This paper aims at presenting the benefits from implementing IT service management (ITSM) in an organization for managing campus-wide IT operations. In order to improve the fault correlation from business perspectives, we proposed a framework to automate network and system alerts with respect to its business service impact for proactive notification to IT operations management. Design/methodology/approach The authors first evaluate the effect of IT service management (ITSM) tools in practical adoption followed by experience sharing in developing management process modules in service outsourcing model. Three years of quantitative analysis using real operational data were used to present the effect on ITSM tools adoption. A framework was developed from the study of literatures in service management, incident prioritization, and business continuity planning. For the proposed framework, it consists of a hybrid case-based and rule-based reasoning module and a new approach which utilizing business continuity planning for service-resource mapping with business criticality and user activities. Findings For the past decade in the IT industry, a paradigm shift in managing IT could be observed. People are concerned more in managing IT services instead of traditional device-oriented IT system or network components. With the term “business-driven IT services,” it has raised new challenges in the area of IT service management, especially with respect to the management of service level agreement with service provider and the management of system and network faults. Research limitations/implications Further work should be carried out on the aspect of using real data for the framework as motivated by the limitations of the present study. Practical real data could help the reader to experience its quantitative benefits. Practical implications This paper highlights the value of effective IT service management, placing particular emphasis on service outsourcing consideration and the mechanism in service-event correlation. Originality/value This paper illustrates the effect of ITSM tools adoption by analyzing real operation data. The proposed framework explicitly utilizes business continuity planning (BCP) processes to identify the relationships between business services and IT resources that helps to improve the IT service management.

Societies and governments are becoming increasingly concerned about the impact of the expanding use of IT equipment on the environment, especially in terms of energy efficiency, emission reduction and toxic waste. The objective of this article is to explore the relationship between IT Service Management (ITSM) and Green IT. To achieve this objective, results of a recent survey of IT Service Managers in Australia were analysed to gauge the extent of Green IT awareness and implementation. As well, the leading best practice framework for ITSM was evaluated to explore the depth and breadth of Green IT guidance provided in the ITIL resources. The results indicated that most of the IT Service Managers surveyed are aware of the importance of Green IT procurement, improving energy efficiency and controlling waste disposal, but not server consolidation. The extent to which Green IT policies and procedures have been implemented varied substantially across the 65 organisations surveyed. The analysis of the ITIL version 3 books clearly demonstrates that ITIL does provide guidance to support Green IT programs and confirms the view that Green IT and ITSM share common goals, such as operational efficiencies and metrics-based improvements. Recommendations are made to CIOs, IT Service Managers and ITIL authors to continue to raise awareness of how IT service management can contribute to environmental sustainability.

IT services are critical to organizational success because of their ability to increase organizational competitiveness and flexibility. In managing quality IT services, IT Service Management (ITSM) is needed. ITSM is the implementation and management of quality IT services to meet business needs. To guarantee and support ITSM, an IT Service Desk (ITSD) function is required. ITSD is a functional unit consisting of a number of staff who are responsible for handling various IT service activities. The function of ITSD is to record and manage and resolve all incidents, problems, IT service requests, and IT service access rights by providing a central point of contact. Therefore, ITSD becomes very important in ensuring and supporting the management of IT services. In carrying out this ITSD function, it is necessary to develop standard operating procedures (SOPs) so that the implementation of work is more structured and measurable. Based on this, the researcher created an ITSD SOP model based on the ITIL V3 framework with a case study in the Pengembangan dan Penerapan Teknologi Informasi (PPTI) section at Universitas Dinamika. This ITSD SOP model produces 3 SOP which includes recording requests and complaints for IT services, analysis and actions, reviewing actions with descriptions of 7 Work Instructions, and 26 Work Records. This ITSD SOP model can serve as a guide in recording, managing, and resolving requests and IT service access management as well as problem-solving both incidents and IT service problems for the organization.

IT services and IT service management play a very important role in the today’s IT industry. Software as service approach enables IT customers to focus on using the software while IT service providers take care of the installation, configuration, support and maintenance activities. Various process frameworks can be used to improve IT service management processes. The most widely used IT service management framework is the IT Infrastructure Library (ITIL) that provides best practices for IT service providers on how to design, manage and support IT services. Despite the IT service management process frameworks, implementing an effective service support interface between an IT service provider and an IT customer is a big challenge. The research problem in this study is: what types of challenges are related to the service support interface between an IT service provider and IT customers. The main contribution of this paper is present challenges in a service support interface identified during a case study with a large IT service provider company in Finland.

Background: Aligning IT to business goals is a top priority for CIOs. However, managers in the IT Service Industry face difficulties to define and monitor IT service goals and strategies aligned to business goals. Goal: We carried out a study to investigate how IT service managers define, measure and monitor IT service goals and strategies, and the difficulties they have faced in this context. Method: We interviewed five IT service managers from four service provider organizations and used coding procedures to analyze the collected data. Results: We obtained information about how organizations define, measure and evaluate IT service goals and strategies and, from the difficulties reported by the managers, we identified 19 pitfalls. Conclusions: By analyzing the relations among the pitfalls, we defined five hypotheses: (i) lack of awareness and transparency on the relationship between strategies and goals may harm the achievement of IT service goals and strategies, (ii) lack of proper support to execute measurement inhibits reevaluation and adjustment of strategies and indicators related to IT service goals, (iii) lack of motivation can jeopardize decision-making by IT service managers, (iv) conflicts between strategies may harm IT service goals achievement, and (v) lack of proper support to execute IT service management initiatives may harm IT service goals achievement.