Delivery in day(s): 4
IT Service Management Paper Editing Services
The case study is based on the subject topic of requirements IT service management in the workplace of NNIT. On that regard, the initial motive is to highlight the difference between the two specific service documents in the workplace. One of them is the service catalogue and another one is the service portfolios. Both these are sounds a quite similar, still the there is a lot of difference among them. These particular differences will be thoroughly described in the report of the case study. Therefore, the case provided the information that service portfolio is required for the organisation NNIT. In this scenario, the entire case study depends on the project of implementation of the service portfolio at the workplace of NNIT. According to the study, this particular project will help the other IT based organisation by providing a few tips on starting up the process of managing the IT services. Along with that, the case report also provides descriptions regarding the challenges that can be occurred in the processes of appropriate management. Apart from this, the case study also highlights all the related benefits, relevant and irrelevant conducts in the time implementing the project and after that as wel
Importance of ITSM at NNIT
Initially, NNIT was only acted as an IT department and handling the internal IT issues for the organisation of Novo Nordisk. However, with times NNIT turns out as one of leaders in the process of IT service providing in the nation of Denmark. Therefore, it is quite obvious in the way of becoming leader, the customer numbers, employee count and the implementation of new technologies are increased day by day. In this scenario, the organisation found the requirement of proper management of IT services in NNIT. In order to provide justification regarding the requirement of managing the IT services, performance level increment of the organisation can also be highlighted as well. NNIT is now on course to provide high quality IT services for the international customers as well with an integrated manner.
In order to highlight the importance of IT service management procedures of NNIT, it is required to point out the expectations of them from this particular service management systems. At the beginning the prior expectations can be outlined as the creation of a single central system to provide the overview of all the services provided by the organisation. Make reduction in the variations of service processes and service agreements for different customers and service users. Increment of service responsibilities by the organisation and the improving the service ownership is also accounted as an expectation for NNIT. At the end, making of a clear model of cost issues and striving for the all-round development every time is another two requirements by the organisations.
Starting with only a IT department for internal requirements and then becoming an external IT service provider helps create huge in the working styles and the management processes of the organisation as well. In this context, it has been viewed that the needs of the customers is varying one from another as they are willing use services for their organisation in different business industry. Based on that, the case study highlighted that transparency, standardization of the management processes are the two most needed requirements for their service management processes. According toTeklesadik et al. (2016),on the other scalability service management in accordance with the demand of the customers is also an important requirement from the organisational end of NNIT. However, it is also highlighted in the case study that in order achieve the above requirements, it is not possible that implementation of service portfolio will not single handed deal with issues. On that regard, the organisation pointed out that the entire change of mindset is required to implement a new service culture, which will help NNIT in their IT service management processes.
Now, in order to outline the importance of ITSM for NNIT, the management of other services in the organisation besides IT services can be accounted as one of the most impactful benefits of this system. According toTeklesadik et al. (2016),with the help of improving the templates management services, the organisation gets the opportunity to have the provide services according to the needs of target groups, that may be internal or external in nature. With the help of the service portfolio, creating a proper cost model is always highlights its importance in the processes of accounts managements, pre-sales procedures and bidding activities. All of these features of their service helps organisation of NNIT in their service management processes, which always highlights the importance of it.
Difference between a service catalogue and service portfolio
In order to know the difference between the service catalogues and service portfolios, the It service providers need to know the difference between the two terms. The service portfolio and the service catalogues both are vital living documents which makes the delivery and the planning of the services provided by the information technology departments in a more organised and interactive manner. According toDempsey(2013), the choosing of the service portfolio or the service catalogue highly depended on the expectations of the \user base within an organisation.
According toAnderson et al.(2013), a service catalogue is considered to be a listing of all the services and the product of the Information technology department. These products and services are those that the department of information technology is currently offering. This includes all the hardware and the software products and services the department is offering. According toBajracharya et al.(2014), these services in the service catalogue format allows the users to login and select the services according to their needs. Then they can make a request for the required services. A service catalogue streamlines the manner in which a user communicates with the help desk. According toDempsey(2013), a service catalogues maintains a track of all the user requests and help desk’s progress in order to ensure the successful completion of all the requests. According toGrönroos and Voima (2013), the limitation of the service catalogue is that it does not contain what used to be available or what will be available in the future.
According toAnderson et al.(2013), a service portfolio can be defined as the complete listing of all the services and the products that has been retired or are up-coming in the future. It also lists all the IT product and services that are available now.
The major difference between the service catalogue and the service portfolio is the way the list of services or the products is shown. According toDempsey(2013), it purely depends on the IT department of an organisation that, in which way they want to enlist their products or services. The service portfolio is always considered to be an internal document which helps the management and the IT helpdesk in gaining a historical overview of all the services provided by the department of the Information Technology. The service portfolio helps in the creation of the long term plans by assessing what worked and what did not. Whereas the service catalogue directs at the end users like the way a catalogue presents. A service catalogue uses less jargons of the Information Technology and this helps in better understanding of the product or the services. It generally speaks of the type, the method of doing and the time period of any specific product or services. According to Maet al. (2016), service portfolio helps in determining how to head to the future as the detailed lists helps in the process of researching new technologies and evaluation of the budget. In contrast the service catalogue does not focus on the future aspects but only stresses on the present aspects.
NNIT has successfully implemented service portfolio. The service portfolio has expanded over the years and has benefitted the the NNIT. The service portfolio implementation has resulted in scalability and standardization of the services. The implementation of the service portfolio system has resulted in the integration of NNIT with the other corporate systems. With the use of the service portfolio the cross referencing in NNIT, has been much easier. Creation of the similar service entities with the unique IDs in the service portfolio has resulted in the easy transfer across all the systems. The transfer in all the systems such as sales, KPI reporting, resource allocation, service support, invoicing and so on has resulted in easily accessing and obtaining knowledge across the organisation. This has helped in measuring the efficiency and the performance within the organisation. According toTeklesadik et al. (2016),The service portfolio has resulted in ensuring the commitment of the management and the dedicated resources. The main factor which resulted in the implementation of the service portfolio within the organisation is the creation of a common service language. The implementation of the service portfolio has been done in such a way that it is understandable and usable to the diverse workforce within the organisation.
The implementation of the service portfolio in the NNIT has created one unique and central outline of the services provided by the IT department. It has resulted in the minimum difference in the services and the agreements. The implementation of the service portfolio within the organisation has given rise to anchoring the responsibility of the services and the ownership. It has also resulted in creating a transparent cost model within the organisation, based on which the organisation can decide the requirements along with the expenditure and the budget that is required within the organisation. All together the implementation of the service Portfolio has resulted in the development of all the services strategically. The service portfolio of NNIT, is designed in such a way that it provides the customers of the organisation as per their requirement. The service portfolio has also helped in aligning the services of NNIT with the needs and the challenges of the customers.
Requirement of new services
In this particular stage, the requests are highlighted regarding the requirements. All the service option or management option which are in need for providing proper services to any particular customers is outlined in this part. Therefore, the requests are sent in accordance with the new requirements, which will be proper analyzed in upcoming stages (Chase & Dasu, 2014).
Analysis of the requirements
This particular stage highlights the process of analysis, where all the sent requests are analyzed accordingly. Smith et al.(2013) viewed that, these analyses are made to verify whether the requests are justified or not. In this case, all the requirements are examined properly based on the applicability. Along with that, scopes for further development are also analyzed in this part.
Design for the improvements
Design phase actually helps in making proper design based on the requests. Osborne et al.(2013) stated that, this stage is always on course to make a proper structure that in which way, the requirements can be delivered without any unwanted issues or hazards occurred in the workplace.
Realisation of appropriateness of the solution
In this realisation stage, the service provider realizes the performance of the developed design. In this part, Doucet et al.(2016) opined that, the efficiency, quality and cost effectiveness of the developed solution is measured.
Retirement of the processes
At the end, in the retirement phase the process is on course to be retired. This is because all the processes are ended in this phase. Due to these, all these services are scheduled for the retirement in this particular phase (Grönroos & Voima, 2013).
Table 1: ITIL lifecycle stages
Service portfolio tools:
portfolio management is considered to be a process which supports tools for selecting and managing the projects. The aim of portfolio management is to generate greatest possible value.
The three Information Technology Service management tools for the portfolio management are
CA Service Desk Manager Suite
This tool is designed in such a way that it prevents service disruptions and manages the risks due to the changes. This tool provides a view of 360 degrees to the services provided by the department of theInformation technology. According toTeklesadik et al. (2016),it is very versatile in nature and provides a very comprehensive support and solution in order to provide assistance to build requests. This tool provides control the process changes and let the organisation to standardise their IT business processes. This tool delivers an automated support in order to find out, diagnose and resolve the issues by delivering a high quality customer service in a very low cost. This tools acts as a single point of contact for all the users. It increases the rate of restoration of the services that are normal and helps in managing the future events which adversely influences the business services. This tool also helps in improving the efficiency of the IT staff. According to Maet al. (2016), this tool helps in providing a more end to end solution support through an intuitive and an easily adopted way of enterprise level technology.
Figure 2: Features of CA Service Desk Manager Suite
It provides the native support to the flow of the processes within the ITIL. This includes the requests that need to be processed initially. It helps in the process of change management as it provides the vision of the infrastructure and the applications that are based on the impacts on the business. With the utilisation of this tool the changes can be evaluated and the conflicts are automatically updated. According toTeklesadik et al. (2016),it also provides the capability to manage the changes across all the organisational departments or enterprises in order to provide the suited infrastructure decisions.
It helps in the dependency mapping by automatically discovering the inventories and stores the data and their relational information collected from different sources and links those services. This tool provides a much personalised portal with detailed information on the outrages and the existing requests. It provides the users with a self service portal. According toAnderson et al.(2013), it enables intelligent solutions searches and notifications. With supporting the automation these tools provides supports to the IT by remotely fixing the incidents and the requests very quickly and cost effectively. According toAnderson et al.(2013), this tool provides all the support for the stand alone services in a complete and a single product. It is very cost effective and increases the responsiveness of the Information Technology towards business. It provides automated training to the users on demand.
Dexon Software V6
According to Maet al. (2016),Decon software V6 efficiently manages the documents of an organisation. It effectively functions by managing the document life cycle. The document life cycle contains all the information from the reception to the consultation. It provides the security and the availability which is required for the management of the integral document in different formats. According toAnderson et al.(2013), this tool is very flexible and versatile in nature. It integrates different systems that communicate with the organisation. According to Maet al. (2016),it integrates the process system, the quality management system and the various software tools which add up to the technological infrastructure of the organisation. By integrating all these this tools provides the assistance in establishing the business rules. According toTeklesadik et al. (2016),there are numerous benefits that can be experienced with the implementation of the Dexon software v6. With the implementation of this tool quick and timely identification of the location is possible. It has the benefits of much improves level of care and service. It effectively manages the optimization of the processes. According to Maet al. (2016),it effectively performs all the digital as well as the automatic processes within an organisation. It manages all the processes according to the time set. According toTeklesadik et al. (2016),in other words it can be said that it is time compliant. It manages all the work in a very cost effective way. According to Maet al. (2016),this tool is not very expensive. With the implementation of this tool the organisation of the processes can be done in a very quick and a safe way. This tool has a benefit of application of corresponding through single window module. According to Maet al. (2016),it efficiently configures the digitization of the hardware and correspondences the software. With the help of this tool documentation classification chats can be designed in a much easier way. According toDempsey(2013), it helps in designing the tables of the document retention. It defines the structure of the records that are electronically created.
SAP Solution Manager
According toTeklesadik et al. (2016),this tool provides an integrated platform for end to end assistance for the adoption of the innovative developments. With the implementation of this tool the management of the lifecycle will be possible. According toDempsey(2013), this tool provides a platform in order to align all the business with the business of the information technology to form a common understanding of the business value and their models. According toTeklesadik et al. (2016),with the implementation of this tool, the business initiatives can be effectively balanced with the values of the business considering the capabilities of the information technology for instance their capacity, skills and the time period. According toTeklesadik et al. (2016),with the help of this a unified view across the whole project management office can be obtained. It results in the improvement in the quality of the decision making. With the implementation of this tool, business communication can also be improved with the improvement in the key performance indicators and the roadmaps. According toTeklesadik et al. (2016),this tool provides a framework for the modification, creation and sourcing the services in order to assist the methodologies in the traditional development. With the implementation of this tool the integration of the processes has reached a continuous process and this has resulted in the visibility of the quality and the cost. The tool catalogues the services along with requesting and fulfilling them. This helps in the transition of the organisation related to the Information technology in order to create a service broker model. With the help of this creation of model, the management of the subscription can be efficiently done along with the total cost of the services. According toTeklesadik et al. (2016),with the implementation of this tool the management of the measures along with their fulfilment across all the suppliers will also be possible. This tool has also been upgraded with the benefits of better user experience and powerful implementation capabilities. This tool also provides improved way of hybrid support and a better way of implementing Agile.
NNIT has experienced a number of benefits from the implementation of the ITSM. Too much time has also been spent on the development of the services in the organisation. The main factor which has resulted in the implementation of the service portfolio within the organisation is the creation of a common service language. The implementation of the ITSM has created a common service language in the organisation. This has given rise to the creation of vocabulary terms, which includes the explanation of the services and the packages along with the definition of the words such as utility and warranty and so on. Though it was not very cost effective but it has generated in understandable and readable content. The implementation of the service portfolio in the NNIT has created one unique and central outline of the services provided by the IT department. It has resulted in the minimum difference in the services and the agreements. The implementation of the service portfolio within the organisation has given rise to anchoring the responsibility of the services and the ownership. The service portfolio has resulted in ensuring the commitment of the management and the dedicated resources. The implementation of the service portfolio has been done in such a way that it is understandable and usable to the diverse workforce within the organisation.
Implementation of the CA Service Desk Manager Suite
It can be measured by the amount of change in the organisation by the handling of the processes
It is attainable by purchasing the software through ITSM
It is realistic as this software is very popular and has been implemented by a number of organisations
T- Time bound
This includes a minimum time of around 3 months from purchasing to the implementation of the tool.
Table 2: SMART recommendation for the NNIT
1. Chatterji, M. ed., 2016. Technology transfer in the developing countries. 4th edn, Springer, London.
2. Davenport, T.H., 2013. Process innovation: reengineering work through information technology. 5th edn, Harvard Business Press, United States.
3. Lusch, R.F. and Vargo, S.L., 2014. The service-dominant logic of marketing: Dialog, debate, and directions. 2nd edn, Routledge, London.
4. Orlikowski, W.J., Walsham, G., Jones, M.R. and DeGross, J., 2016. Information technology and changes in organizational work. 3rd edn, Springer, London.
5. Schwalbe, K., 2015. Information technology project management. 6th eds. Cengage Learning, London.
1. Anderson, E.W., Wipfel, R. and Golan, J., Novell, Inc., 2013. ‘System and method for recording collaborative information technology processes in an intelligent workload management system’. U.S. Patent vol. 8, no. 54, pp.916-920.
2. B. Chase, R. & Dasu, S., 2014. Experience psychology–a proposed new subfield of service management. Journal of Service Management, vol. 25, no. 5, pp.574-577.
3. Bajracharya, S., Ossher, J. and Lopes, C., 2014. ‘Sourcerer: An infrastructure for large-scale collection and analysis of open-source code’. Science of Computer Programming, vol. 79, no. 5, pp.241-259.
4. Dempsey, L., 2013. ‘Thirteen ways of looking at libraries, discovery and the catalogue: scale, workflow, attention’. Catalogue 2.0 The Future of the Library Catalogue, vol. 2, no. 1, pp.14-19.
4. Doucet, L., Shao, B., Wang, L. & Oldham, G.R., 2016. I know how you feel, but it does not always help: Integrating emotion recognition, agreeableness, and cognitive ability in a compensatory model of service performance. Journal of Service Management, vol. 27, no. 3, pp.320-338.
5. Grönroos, C. & Voima, P., 2013. Critical service logic: making sense of value creation and co-creation. Journal of the academy of marketing science, vol. 41, no. 2, pp.133-150.
6. Grönroos, C. and Voima, P., 2013. ‘Critical service logic: making sense of value creation and co-creation’. Journal of the academy of marketing science, vol. 41, No. 2, pp.133-150.
7. Ma, C., Ma, C., Cao, S., Cao, S., Gu, T. and Gu, T., 2016. ‘Usability evaluation with tasks characterized by the information search process: The China National Knowledge Infrastructure’. The Electronic Library, Vol. 34, No. 4, pp.572-587.
8. Nguyen, T.H., Newby, M. and Macaulay, M.J., 2015. ‘Information technology adoption in small business: Confirmation of a proposed framework’. Journal of Small Business Management, vol. 53, No. 1, pp.207-227.
9. Osborne, S.P., Radnor, Z. & Nasi, G., 2013. A new theory for public service management? Toward a (public) service-dominant approach. The American Review of Public Administration, 43(2), pp.135-158.
10. Sellers, R.E., Guillot, J., Carter, G.H., Atkins, N.W., Pausback, N.J., Engle, M.R., Young, P.T., Roffers, C.R., Herrneckar, A.D. and Ballard, W.H., ‘Cisco Technology, Inc., 2014’. Agile information technology infrastructure management system., vol.8 No. 54, pp.725-853.
11. Smith, L., Maull, R. & CL Ng, I., 2014. Servitization andoperations management: a service dominant-logic approach. International Journal of Operations & Production Management, vol. 34, no. 2, pp.242-269.