Basierend auf den erfolgreichen Einsätzen von Lean Management in der Automobilbranche und darauffolgend in weiteren Wirtschaftszweigen übernahmen auch immer mehr große IT-Dienstleister diese Prinzipien und Konzepte. Kaum ausgeprägt ist jedoch bisher der Einsatz von Lean Management in Unternehmen, die primär IT-Dienstleistungen für externe klein- und mittelständische Kunden anbieten. Die dazu notwendigen Produkte müssen individuell auf die Kundenanforderungen zugeschnitten sein und sind deshalb sehr heterogen und kostenintensiv. Werden die Potentiale in den Bereichen Personaleinsatz, Durchlaufzeiten und Qualität mittels der Anwendung von LM-Prinzipien ausgeschöpft, sind große Effizienzsteigerungen realisierbar. Deshalb ist es wert, gerade auch für das klein- und mittelständische Dienstleistungssegment zu überlegen, wie die Lean-Management-Prinzipien trotz dieser komplexen Problemstellung umgesetzt werden können. Zu diesem Zweck wird in der Arbeit auf Basis der leanen Grundüberlegung Vermeidung von Verschwendung ein Modell entwickelt, das das schlanke Managementkonzept mit dem Best-Practise-Framework ITIL verknüpft. Die Umsetzung dieses Modells lässt Effizienzsteigerungen, Verbesserungen in der Prozessqualität sowie die Erhöhung der Kunden- und Mitarbeiterzufriedenheit erwarten. / Based on the successful Lean Management applications in the automotive industry and, subsequently, in other sectors of the economy, a growing number of large IT service providers has adopted these principles and concepts. However, the use of Lean Management is hardly distinctive among companies that offer primarily IT services for external small and medium-sized customers. The products necessary for this must be individually tailored to customer requirements and are, therefore, heterogeneous and costly. If potential is fully utilized by applying Lean Management principles in the areas of human resource placement, lead times and quality, major gains in efficiency can be achieved. It is, therefore, worth considering how Lean Management principles can be implemented, in spite of the complex problem statement, even for the small and medium-sized service segment. Towards that end, within this paper a model is developed on the basis of the \"lean\" rationale of Waste Avoidance, which links the Lean Management concept with the Best Practice Framework of ITIL. The implementation of this model makes way for gains in efficiency, improvements in process quality, as well as increased satisfaction among customers and employees.

In der Arbeit wird der Entwurf und die Realisierung einer Configuration Management Database für den Service Desk der SLUB Dresden betrachtet. Es wird auf Grundlage von ITIL und den Anforderungen der SLUB ein Konzept zum Aufbau und zur Strukturierung der dabei relevanten Daten vorgestellt. Für den Import der Daten wird ein automatisiertes System geschaffen, das Daten aus verschiedenen Quellen mit der Configuration Management Database in regelmäßigen Abständen abgleicht. Der Service Desk erhält dadurch einen zentralen Zugriff auf Daten zu physikalischen Geräten sowie virtuellen Maschinen und kann diese in die Arbeitsprozesse integrieren. Zusätzlich wird das System durch den scriptbasierten Import von Verlinkungen zwischen virtuellen und physikalischen Servern und Ergebnissen aus der Geräte- und Netzwerküberwachung ergänzt. Schließlich wird betrachtet, welche weiteren Entwicklungsschritte auf Grundlage der vorgenommenen Änderungen möglich worden und welche Aspekte bei der Umsetzung dieser Schritte eine Rolle spielen.

Informationsteknologi (IT) är avgörande för organisationer och i samband med att IT har utvecklats har också komplexiteten ökat. Det har resulterat i att organisationer behövt gå från att vara teknikinriktade till att behöva fokusera på leverans av tjänster. För att göra det implementerar organisationer ITSM (Information Technology Service Management) där ITIL (Information Technology Infrastructure Library) är det vanligaste och mest använda ramverket inom ITSM. Enligt tidigare forskning är en av de största utmaningarna med ITSM och ITIL att det är för komplext och generiskt, vilket gör det svårt för små och medelstora företag att använda hela ramverket. Service Operation är den fas inom ITIL som ger mest fördelar i organisationen. De två processer som anses vara de viktigaste inom Service Operation är incident- och problemhanteringsprocessen. Incidenthanteringsprocessen är den första processen som bör implementeras i små och medelstora företag och ligger till grund för att problemhanteringsprocessen ska kunna implementeras. Vidare framkommer det att de nio aktiviteterna som definieras i incidenthanteringsprocessen är för omfattande för mindre företag. Syftet med studien är att bidra till forskning kring hur ett mindre mjukvaruföretag kan utforma sin incidenthanteringsprocess för att kunna identifiera det bakomliggande problemet. Syftet besvarades genom att undersöka vilka utmaningar och framgångsfaktorer det finns med hantering av incidenter och problem. En kvalitativ undersökningsmetod har tillämpats där fyra semistrukturerade intervjuer har genomförts på ett mindre mjukvaruföretag i Sverige. I resultatet av studien identifierades sju framgångsfaktorer och sju utmaningar med hantering av incidenter och problem. Kategorisering, prioritering, eskalering och vikten av att identifiera och hantera det bakomliggande problemet är fyra aspekter som ses både som utmaningar men också som framgångsfaktorer. Vikten av att ha ett ärendehanteringssystem och definierade riktlinjer och felsökningsguider ses också som framgångsfaktorer. Ytterligare utmaningar som identifierats är supportprocesser, loggning och dokumentation av incidenter samt samarbete med externa leverantörer. Resultatet visar också att mindre företag bör prioritera de sex första aktiviteterna i ITIL’s incidenthanteringsprocess för att kunna identifiera det bakomliggande problemet. De tre sista aktiviteterna i processen är viktiga för att lösa själva incidenten och för att processen ska vara fullständig. / Information technology (IT) is crucial for organizations, and as IT has evolved, complexity has also increased. This has resulted in organizations needing to shift from being technology-oriented to focusing on service delivery. To achieve this, organizations implement ITSM (Information Technology Service Management), with ITIL (Information Technology Infrastructure Library) being the most common and widely used framework within ITSM. According to previous research, one of the major challenges with ITSM and ITIL is that they are too complex and generic, making it difficult for small and medium-sized companies to utilize the entire framework. Service Operation is the phase within ITIL that provides the most benefits to an organization. The two processes that are considered to be the most important within Service Operation are the processes of Incident and Problem Management. The Incident Management process is the first process that should be implemented in small and medium-sized companies and serves as the foundation for the implementation of the Problem Management process. Furthermore, it is found that the nine activities defined in the Incident Management process are too extensive for smaller companies. The purpose of this study is to contribute to research on how a small software company can design its Incident Management process to identify the underlying problem. The purpose was addressed by examining the challenges and success factors associated with incident and problem management. A qualitative research method was applied, conducting four semi-structured interviews at a small software company in Sweden. The study identified seven success factors and seven challenges associated with incident and problem management. Categorization, prioritization, escalation, and the importance of identifying and addressing the underlying problem are four aspects that are seen as both challenges and success factors. The significance of having a ticket management system and defined guidelines and troubleshooting guides is also viewed as success factors. Additional challenges identified include support processes, logging, and documentation of incidents, as well as collaboration with external vendors. The results also indicate that smaller companies should prioritize the first six activities in ITIL's Incident Management process to identify the underlying problem. The final three activities in the process are important for resolving the incident itself and for the process to be complete.

<p>NinetechGruppen AB is an IT service providing company with about 30 employees, primarily based in Karlstad, Sweden. The company began to have problems with their DNS administration because the number of administrated domains had grown too large. A single employee was responsible for all the administration, and text editors were used for modifying the DNS configuration files directly on the name servers. This was an error prone process which also easily led to inconsistencies between the documentation and the real world.</p><p>NinetechGruppen AB decided to solve the administrative problems by incorporating a DNS administration system, either by using an existing product or by developing a new sys-tem internally. This thesis describes the process of simplifying the DNS administration procedures of NinetechGruppen AB.</p><p>Initially, an investigation was conducted where existing DNS administration tools were sought for, and evaluated against the requirements the company had on the new system.</p><p>The system was going to have a web administration interface, which was to be developed in ASP.NET 2.0 with C# as programming language. The administration interface had to run on Windows, use SQL Server 2005 as backend database server, and base access control on Active Directory. Further, the system had to be able of integrating customer handling with the domain administration, and any changes to the system information had to follow the Informa-tion Technology Infrastructure Library change management process.</p><p>The name servers were running the popular name server software BIND and ran on two different Linux distributions – Red Hat Linux 9 and SUSE Linux 10.0.</p><p>The investigation concluded that no existing system satisfied the requirements; hence a new system was to be developed, streamlined for the use at NinetechGruppen AB. A requirement specification and a functional description was created and used as the basis for the development. The finalized system satisfies all necessary requirements to some extent, and most of them are fully satisfied.</p>

國內的公司面對激烈的全球化競爭，需積極提升競爭力、創造競爭優勢，IT除是公司營運中不可或缺的一部份，亦是組織提升競爭力的利器之一，然而在有限的時間與成本下，如何連結IT與企業目標，有效率的管理IT資源以提供服務給其他部門，進而凸顯出IT對組織的價值，一直是公司亟欲解決的問題，因此紛紛興起對於導入IT服務管理的想法，藉由實作ITIL後可以解決棘手的問題，但是公司在導入ITIL前並未評估公司組織目前的IT現況，瞭解其對於ITIL的準備程度，就決定要導入ITIL，其在導入的過程中可能會遇到很多困難，因而使得導入ITIL後的效益就不容易被呈現出來。 本研究以驗證組織是否符合IT服務管理要求的國際標準ISO 20000之規範內容為基礎，發展出公司導入IT服務管理前之準備度量表，評估公司對導入IT服務管理前之準備度。藉由準備度量表的評估結果瞭解公司目前IT的現況，以增進公司掌握是否申請驗證ISO 20000之決策資訊，並可藉由評估結果瞭解公司內IT、制度與流程的改善項目。 透過本研究所發展的評估量表及評估結果，與其他發展較早、企業較為熟悉的評鑑標準，如CMMI、企業電子化評量及國家品質獎等之評鑑內容進行對應與比較，讓企業瞭解ISO 20000規範內容與國家品質獎、CMMI、企業電子化評量等評鑑內容上的異同，進一步使公司瞭解其對IT服務管理之準備度。 本研究建議公司組織要導入IT服務管理前，首要評估本身的準備度，以瞭解其對於ISO 20000之符合程度，透過現況之評估、分析未來公司組織在導入IT服務管理過程中應改善的方向，以期建立起完整的IT服務管理體系，並透過PDCA管理循環的概念，讓企業IT服務品質可以持續循環改進，提升IT服務管理之層次，避免因為盲目的追隨潮流而導入ITIL，導致無法看到導入ITIL後的成效。 / Taiwan’s companies are facing fierce global competition. They must enhance competitiveness actively and create competitive advantage. “IT” is not only an integral part of companies’ operation, but can enhance the competitiveness of the organization. However in the limited time and costs, how to align IT and business objectives is a critical question. Due to this situation, therefore, these companies raise the idea of implementing IT service management. By implementing ITIL, they hope it could solve IT problems and IT department can manage IT resource efficiently to deliver IT service to other departments. Furthermore, they can prove their value to the whole organization. But before implementing ITIL, many companies haven’t assessed their own IT status and figured out their readiness of ITIL. If so, during implementing ITIL they would face many obstacles, and would finally not show the benefit of implementing ITIL. Based on the global IT service management standard “ISO 20000”, this research develops a readiness scale that could measure companies’ readiness of implementing IT service management. According to the readiness scale and its result, companies could know their IT status well and acquire the decision information that how to implement ITIL and apply for ISO 20000 certification or not. The study also compared the readiness scale and its result with other noted standards like CMMI, e-Business Assessment Scheme for Enterprise (e-BASE) and National Quality Award. Accordingly, companies could understand the similarities and dissimilarities between ISO 20000 and above famed standards. So that they could understand their IT service management readiness further. Finally the study recommended that before these companies implement IT service management, the first thing they should do is to assess their own readiness. By assessing and analyzing the IT status, so that they could know the compliance of ISO 20000, and find out their own improved direction of implementing IT service management. Companies should establish the whole IT service management system and the PDCA Management Cycle hence the quality of IT service could be improved continually.

IT服務管理越來越熱門，有人認為這是一種新的技術，有人認為IT服務管理不過是MIS的一種應用，也有人認為無非是網管加上工作流程。事實上IT服務管理的出現應該放在整個IT行業發展的過程中來看。可以說，IT服務管理的出現標示著IT行業的一輪新變革，將會伴隨著整個IT行業結構和價值鏈的變化而成長，甚至可以說，IT服務管理是IT行業開始走向成熟的一個標誌。 ITIL是IT服務管理的最佳實踐，而ISO20000是一個關於IT服務管理體系的國際要求標準。ITIL為IT部門指出了一條以服務為主的方向，在實施ITIL的過程中逐漸地提升IT的管理水平。而ISO20000是基於ITIL的國際標準認證，在IT部門中建立服務文化，提供了滿足業務需求的服務方法論和管理方式，幫助識別和管理IT服務的關鍵過程，保證提供有效的IT服務滿足客戶和業務的需求。不僅如此，ISO20000還定義了一系列相互關聯的服務管理過程，識別了過程之間的關係，和這些過程關係在組織內的應用，提供了方針目標和服務管理的控制措施。 本研究建議在推行ISO 20000認證之初，便需要建立服務台這一項功能性組織，來促使公司組織能更有效率地達成ISO20000之要求，而如何使服務台有效運作是本研究的重點。

Technical developments are increasing at an accelerated rate, which means that IT service providers must focus on customer relationships and the quality of services they provide in the same way they handle their strategic features and processes. The management of IT services is often related to IT Service Management (ITSM) that helps IT organizations become more adaptable, flexible, cost-effective and service-oriented. ITIL is the most accepted and used process reference model within ITSM. However, many organizations experience difficulties in implementing the framework. Much of ITIL's research is about understanding, identifying and determining which factors have the greatest impact on a successful implementation. Previous research shows that there are three key aspects that all success factors fall within: senior management involvement, organizational commitment and group efficiency. Much of the research, however, has a qualitative character and takes the form of case studies, which are limited in their contributions. However, several case studies combined together can contribute to an increased understanding in the field because they can confirm or contradict other studies. This study aims to explore whether and, if so, how the above-mentioned aspects have influenced an ITIL implementation on a medium-sized IT company. The method used was a qualitative method that took the form of a case study and with semi-structured interviews, it revealed that all aspects affected the implementation in different ways and that there was an interaction between them. The senior management involvement influenced the implementation process by providing the project group with support in the form of necessary resources, enabling implementation. The management's absence also affected the implementation process, more specifically its scope, which made process use being limited to only one specific customer at the beginning, but also the use of inappropriate tools for the implemented processes. Group efficiency had influenced the implementation process, with an emphasis on understanding why the changing work methods results in better structure. This understanding was valued higher than the "traditional hard education", but also experience and knowledge in the field of work where the process acts, was considered a contributing factor. Understanding that change in work methods leads to better structure established an organizational commitment. This research contributes with increased knowledge of implementation factors in ITIL.

Nowadays, the main concern for IT-related service sector in organizations is to improve IT-Service Management (ITSM) by reducing cost of service in conjunction with growing in their efficiency and effectiveness. Particularly in IT firms, these concerns are much more imperative where the ITSM framework is the main section of providing service and feedback to managers. However, a challenge is that this significant service segment is ineffective by customers (I.e. IT managers) since IT maintenance and IT operations are unnoticed by IT related research. Academia together with industry demand a better knowledge and information of IT service management to work closely in order to improve efficiency and effectiveness of the system function.In this research study, it is attempted to review the situation of ITSM framework (I.e., Metrics) about evaluation method based on Key Performance Indicators (KPIs) and best practices for IT-Service Management process in DB Schenker and to compare them with other corporations. At first, the researcher has done an extensive literature review on the earlier works of Metrics for IT Service Management. After extracting needed information, it is governed in an innovative way to make it more effective and efficient, then run a case study for better understanding of the real situation and to compare literature and real world. The researchers mainly choose Swedish companies as successful companies in IT management to review ITSM framework (i.e. KPIs). / Program: Masterutbildning i Informatik

Den genomgripande datoriseringen som härjar i dagens företagsvärld har gjort verksamheter starkt beroende av informationssytem för hantering och lagring av information. Parallellt med denna utvckling har IT-förvaltning kontinuerligt utvecklats till ett område som fått en betyande roll. Idag täcks större delar av IT-förvaltning genom ett nytt begrepp, ITSM (IT Service Managment). Detta är ett nyligen framtaget paraplybegrepp som innefattar en mängd begrepp och ramverk som växt fram, däribland ITIL, PM3 och ISO20000. Även nyckelord som value, relations och service genomsyrar hela området. Detta för att möta den mer moderna innebörd som IT-förvaltning idag har. ITIL är ett ramverk som är till för att förbättra IT-förvaltningen för de verksamheter som väljer att införa det. Dock finns det en del aspekter verksamheter behöver ta hänsyn till när de inför ITIL. Det handlar om finansiella aspekter, kompetens för processer och förståelse och teknik.Syftet med denna studie är att undersöka ITIL för verksamheter som valt att införa det och hur detta påverkat IT-förvaltningen. Tre faktorer kommer att hanteras - utmaningarna som kan uppkomma vid införandet av ramverket och utmaningarna verksamheter har i det dagliga arbetet med ITIL. Studien ska dessutom undersöka fördelarna verksamheter känt av med införandet av ITIL.Studien har haft en hermeneutisk ansats med en kvalitativ karaktär. Empirin som samlats in har byggts upp utifrån semi-strukturerade intervjuer för två verksamheter. I denna fallstudie har det studerats djupare kring hur två verksamheters arbetssätt med IT-förvaltning fungerar, i det avseendet att vi har undersökt hur de arbetar med ITIL. Dessutom har en komparativ design valts för att försöka öka tillförlitligheten och för att få en större förståelse av de sociala fenomen som undersökts. Vidare har en korsanalys gjorts för att upptäcka likheter och skillnader mellan de olika verksamheterna som undersökts.Med denna studie har ett antal slutsatser kunnat dras. Vid införandet av ITIL handlar det oftast om utmaningar som rör acceptanssvårigheter för de anställda som påverkats av några faktorer. Dessa faktorer innefattar vokabulären, dokumentationen, processeförståelsen och arbetsrutinerna ITIL för med sig till verksamheten. I det dagliga arbetet med ITIL ligger utmaningarna i ramverkets komplexitet och det processorienterade arbetssättet. Utmaningarna ligger här även i att få samspel mellan människor, processer och teknik att fungera för att uppnå ett effektivt IT-förvaltningsarbete för IT-tjänsterna. Vi har kommit fram till att ITIL även kan leda till en icke önskvärd byråkratisering av verksamheter som väljer att införa det. Fördelar med införandet av ITIL har visat handla om att verksamheter känt av en ökad och mer omfattande kontroll på anställda och resurser. Dessutom är ökad kundnöjdhet en märkbar fördel ramverket fört med sig. / Program: Dataekonomutbildningen

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-08-03T19:59:53Z No. of bitstreams: 1 Dissert Regina Ferreira da Silva.pdf: 1484473 bytes, checksum: bb52766fba7f073e4f52167e714c300e (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-08-24T14:08:28Z (GMT) No. of bitstreams: 1 Dissert Regina Ferreira da Silva.pdf: 1484473 bytes, checksum: bb52766fba7f073e4f52167e714c300e (MD5) / Made available in DSpace on 2017-08-24T14:08:28Z (GMT). No. of bitstreams: 1 Dissert Regina Ferreira da Silva.pdf: 1484473 bytes, checksum: bb52766fba7f073e4f52167e714c300e (MD5) Previous issue date: 2015-05-23 / A maioria das organizações, públicas e privadas, tem buscado a melhoria dos serviços oferecidos pelas áreas de TI, por meio da utilização de metodologias e de boas práticas de Gestão de Processos de Tecnologia da Informação, visando o alcance de seus objetivos estratégicos. Esta dissertação objetivou identificar os principais aspectos da Gestão de Processos de TI no setor público. Para isto, realizou-se uma revisão da literatura, apoiada em um estudo bibliométrico sobre as principais ferramentas e modelos relacionados ao tema, tais como o COBIT, ITIL e PMBOK. Com base nesses conceitos, foi desenvolvido um método para levantamento e priorização dos processos mais relevantes de TI em uma organização pública que pode ser adotado e utilizado por qualquer empresa. Concluiu-se que as organizações com os seus serviços, principalmente os de TI, precisam adotar melhores práticas de gestão de processos, de modo que possam alcançar melhores resultados. Recomenda-se, portanto, a utilização do COBIT 5 que apresenta melhores práticas de governança de gestão corporativa de TI reconhecido internacionalmente, e que define os processos de gestão que podem ser implantados, utilizando práticas e modelos de gestão de processos específicos. / Most organizations, public and private, has sought to improve the services offered by IT departments, through the use of methodologies and best practices Management Processes Information Technology, aimed at achieving its strategic objectives. This research aimed to identify the main aspects of IT process management in the public sector. For this, we carried out a literature review, based on a bibliometric study of the key tools and models related to the topic, such as COBIT, ITIL and PMBOK. Based on these principles, it developed a method to survey and prioritization of the most important IT processes in a public organization that can be adopted and used by any company. It was concluded that organizations with their services, mainly IT, processes need to adopt best management practices, so that they can achieve better results. It is recommended, therefore, the use of COBIT 5 that shows better corporate management IT governance practices internationally recognized, and that defines the management processes that can be deployed using practical and specific process management models.