Relation Of The Topic To The Course

Published Date: 02 Nov 2017

Abstract

This study aimed to examine the current challenges of IT Service Desk, due to the complex nature of the IT infrastructure, hardware, software, services management inventory management, change management, and service support. In a world of multiple media and globalization, is a constant struggle for organizations highlighted in a saturated market. The point in the direction where people, processes and technology combine to provide a business service is the service desk. The Service Desk provides essential daily contact with customers, users, IT services and any other applicable third party organization support. The main goal of the service desk is to travel and to improve service and support on behalf of an organization.

IT Service Desk is customer-oriented service that provides a single point of contact, advice, support and rapid restoration of normal services to its customers and users. Processes requests, incidents, problems and change requests. More than that, it also manages maintenance contracts, software licenses and provides a service level management and configuration management. Service Desk incidents taking press urgent requests an interface to other ITSM processes, such as a single contact point to ensure that it is easier for the integrity of data and to simplify the communication. Controls use incidents and implement a system lifecycle management to track all service requests.

A user survey was conducted with participants asked to fill out an online questionnaire to find out what customers think of the service by the Service Desk to provide out.

IT was found that ITIL processes are supposed to be managed Service Desk, ITIL is the most widely used approach for IT service management in the world. It provides a practical framework for services and reasonable identification, design, implementation and support of IT throughout the organization.

Chapter 1: Introduction

1.1 Aims

This study aims to examine the key issues facing IT service desk today. And as an optimization module for Service Desk Management can benefit Service Desk Management. Three main issues are by service desk of the service desk faces today are the following.

This study aims to examine the major issues faced by IT Service Desk today. And how an optimisation module for serve desk management can benefit the IT service Desk. This will enable them to provide world class service. The following are three major issues faced by today’s Service Desk.

Having no or poor knowledge of customers: Despite considerable improvements in the areas of information technology computer science, from which modern not to take over business processes and their importance. The lack of knowledge about the client's history, reduce the effectiveness of the interaction between the front desk staff and users to limit the customer experience overall.

Managing the complexity of change: Increased number of configuration items (CI) and the speed and complexity of change is not a process of change remains to be a repository for storing and managing data change as a Configuration Management Database (CMDB)

Pressure of Multiple calls: The pressure of increased call volume, faster with multiple departments in different time zones employ. ITIL defines an "incident" as any unplanned interruption to a reduction in the quality of IT services and ITIL defines a "problem" as the cause of one or more of these incidents. The primary objectives of Problem Management are to see problems in the future and to control in order to prevent incidents, to eliminate recurring events and minimize the impact of incidents that can not be prevented. The problem management process depends on a mature Incident Management.

1.2 Relation of the topic to the course:

Information Technology (IT) services and consulting companies are growing; new challenges emerge in order to provide effective and economical IT solutions to customers. Although dramatic increases occur rapidly, it is difficult to maintain the excellent service levels specified in the company when it was established.

The number of clients and service tickets rapidly multiply, making it next to impossible for owners to stay on top of service team schedules or get an accurate end-to-end view of the entire business.

When an IT company struggles with help desk management, client satisfaction begins to decline and the business is not as profitable as it should be because there is limited visibility into how employees use their time.

Nagging questions bother the company owner and team leader:

Is the work prioritised?

Do they have access to all places where they were needed?

How many tickets did they resolve?

As I already work at the proposed organisation (Syntax Integration). This can help to improve Syntax’s customer relation and Engineers allocation. As I see some times customer or engineer getting frustrated. And this is damaging the customer relationship. After improving the ways, customer can more focus on their other aspect of their business and Engineers will be able to resolve their problems in less time. This way we can release the pressure on Engineers and we can focus on new clients. This will give Syntax Integration more confidence to take on more and more clients and expand the business rapidly. We can achieve the following

Chapter 2: Literature Review

In this chapter all aspects related to Service desk will be reviewed. The pace of technological change, while already extremely rapid, is increasing exponentially in the world of Technology.

IT managers and directors can find it challenging enough to keep abreast of the Technology developments, let alone ensure that that the systems they are deploying are robust enough to support the daily growing demands organisations are placing on their IT departments. Even greater challenge is the deployment of systems and approaches not only meet current needs, but also the future. A single point of fully managed service, which works fully Service desk services with IT service providers.

From the reviewing of Service Desk, service level agreement, which is between the service providers and recipients of services. How information technology helps survey mismanaged companies IT departments that are explained in detail in the company. The importance of customer satisfaction, to see what the customer expects from a service provider and customer’s behaviour. Service management world class service desk practical challenges of being an IT Manager, managing service level agreement, incident management and problem solving are, services and IT outsourcing, configuration management and review of the change management briefly in this chapter.

2.1 What Is a Service Desk?

According to Mattias Lind (2011) Service Desk is very different fashion age help desk, your single point of service, which is fully managed. Service Desk with defined IT Service Management (ITSM) and IT Infrastructure Library (ITIL). Service Desk can be part of an internal IT department of the company or managed IT service or third party service provided. It can easily be mistaken with the same old fashion Helpdesk. But there is a huge difference between service desk and help desk or customer service because way of providing a customer support is different and delivered differently.

Service Desk can be defined in various ITSM processes in ITIL Service Desk is not a process in itself. There are few ITIL processes, ie, Incident Management, Problem Management, Change Management, Release Management, Availability Management, Capacity Management, Security Management (Mattias Lind, 2011).

Mattias Lind (2011) explores the idea that the service desk requires a single point in the case of failure or change. All events and user queries are heard and owned by the service desk. It is service desk responsibility to ensure user requests and incidents are resolved, regardless of request are for third party or for service desk itself. Service Desk also provide system support for users and resolve any problems as quickly as possible and be sure to provide the service to users which works for them.

The Service Desk provides managed support service to customers as a service level agreement (SLA) that what services are available, explains offered. Service Desk is required to offer the service in its Service Level Agreement which in short (SLA) (Mattias Lind, 2011).

According to Mattias Lind (2011) any communication between the service desk staff and customers / users must be stored in the central database or software. Such database or software should have functionality which helps the service desk to perform its work, such as::

* Web / e-mail creation and monitoring of requests

* Knowledge Base

* Internal chat with storing of conversations as part of the requests

* Customize the interface to suit the organization's processes and the best support

* Motor automated workflow do everything automated

* Flexible reporting as necessary to monitor progress of applications

* Control Panel for staff offer the opportunity to know exactly what to do

* Automated access control as promised in the SLA

* The latest user software for proactive monitoring

As the Service Desk is the central point of contact for users, often set so that the communication must go through the service desk. This includes issues that must be provided by a service provider to the users. The communication then goes back and forth through the software or database. This software and the database help for future references and makes service desk staff to be more efficient and provide swift solutions to any the problems which already accord in the past, and solutions were found and recorded. (Mattias Lind, 2011).

In the theory of ITIL processes should work for any organization, but adapt business purpose must be changed. Implementation of ITIL processes can be very difficult at first, but once tfheir few processes such as incident management, problem management and change management are implemented. It is easier to implement the remainder of the process. Once some or all of the ITIL processes will be implemented to be easier to govern ITSM organization and helps the service desk staff to provide world class and high quality service to its customers. (Mattias Lind, 2011).

Next topic is Service Level Agreement between IT service provider and client. In this it will be explained in depth the relationship between the two.

2.2 SLA’s and Customer satisfaction

According to Dirk Draheim (2010) IT Support Services uses SLAs (Service Level Agreements) and customer satisfaction are always the main indicators of IT support for success, according to the Bureau of UK Service 2007 Benchmarking Report practice Help Desk Institute (HDI) "nearly half of all IT service professionals considered customer satisfaction to be the most important measure of a helpdesk to increase the business. Two thirds of service desks now employ SLAs and 86% of those surveyed consistently meet the targets set out in these agreements. There has also been a substantial rise in the implementation of a two-tiered service desk structure, reflecting an increased focus on customer service"

(BSC Latest industry news, 2007).

Barclay Rae, HDI Europe professional services director, said: "The service desk is certainly being taken more seriously." "It is usually very difficult to fix the problem on first level on first time. But by routing calls to a central helpdesk and then to second-level experts to solve problems quickly, more organisations are able to concentrate on getting better alignment with the business" (BSC Latest industry news, 2007).

However IT advice and research firm Gartner, recently claimed that many SLAs were failing to "measure up", because organisations were implementing too many SLAs and are not able to review them on regular bases (BSC Latest industry news, 2007).

To see the senior management and IT department’s relationship in depth the following article was studied.

2.3 Senior Management & IT Department

We hear more and more complaints often managers, most of them CEOs, CFOs, COOs and other senior officials do not realize a lot of business value of technology high price is installed. In the meantime, apparently the list of necessary IT skills to grow, and IT spending continues consuming an increasing share of its budget. Where is the recovery period? Or how they will make money from the large investment injected in Information technology. Return on investment they have made in information technology as everyone wants to generate income or revenue for each department. But they know that information technology has no direct income, it only helps generate the maximum value and the business to its full growth potential (Draheim Dirk, 2010).

In fact, our research on IT management practices has shown in hundreds of companies around the world that most organizations do not generate the value of IT investments that could be. For companies to manage their IT investments more successful in creating efficiency is 40% higher than its competitors (Draheim Dirk, 2010).

Numbers of factors distinguish the company and performing companies. The important thing is that the senior managers play their role as leader of information technology to make decisions more important. When managers do not take the leadership role and take their responsibility, in result information technology executives often face disasters

(Draheim Dirk, 2010).

In the case of adoption of large scale Customer Relationship Management (CRM) and Enterprise Resource Planning (ERP) systems, where the results are very costly and complex systems and running But, in reality, the problem is usually when executives do not recognize that this is not just a technical challenge, but this system ceased business. Consequently, we do not accept any responsibility, where changes in processes and business organization are required (Draheim Dirk, 2010).

The following survey tells us about the behaviour of IT users in different companies in relation to IT and IT management.

2.4 ITIL survey

According to Global Knowledge Training LLC Survey, one cannot say enough the critical importance of ITIL emphasize at this important moment in history. There is a huge gap between consumer (ie, enterprise customers and users) and providers (ie the IT organization) IT services. Recent studies continue to show a significant gap between the two. Surveys in 2008, 2009 have shown that the following view of enterprise customers and users about IT services:

21%of organizations view IT as an "expensive overhead"

45% view IT as "necessary"

Only 32% see IT as a "valued strategic partner"

37% feel that "business is constrained by IT"

Another 14% said, "IT is not considered part of business advancement" This represents a fairly disconcerting reality.

However, it is not without merit. Other surveys show that the IT organization in most situations rather than problems:

• 60¢ of every $1 spent on IT goes toward infrastructure

- Less than 20% manage human capital or worker performance

• 8 out of 10 IT outages are caused by a failed change

- 70% of support calls are "self-inflicted"

• Only about 20% of all IT projects are successful

- 30% are cancelled at significant loss, balance not as promised

• 25% of hardware and software is never installed

- 67% of IT organisations don’t track software assets

• 90% of mid-market IT organisations use manual processes

- Most IT organisations average 6 standalone IT software tools that do not interoperate with each other"

Following article review Customer Experience helps to know more about customer experience, means what customer think or expect now days.

2.5 Customer Experience

What does it mean by customer experience? Today, companies are more interested in developing, improving and managing the customer experience. For example, Amazon is their task to provide high quality end customer experience, including delivery. The customer experience has been described as the surest way to remain competitive at the top. Usually experience is a response to interpersonal or interpretation and external stimulus. But when it comes to customer satisfaction, it can be defined as cognitive and effective outcome of customer’s exposure to, or interaction with, a company’s people, process, technology, products, services and other outputs (Buttle Francis, 2008).

Happy customer means more positive feedback and this helps business drive towards the growth and be successful in the field. Customers will stay loyal if they keep receiving high class service. Positive feedback and word of mouth helps to expand business and take on more clients (Buttle Francis, 2008).

Following article Service Management gives an idea in detail how to manage service.

2.6 Service Management

Services management experts have identified a number of features that characterize services. Services are performances or activities are intangible dominant services that cannot be seen, tasted or detected by other means before consuming. A customer buys an office cleaning service which cannot be seen in the result of the service before it is executed. Services are high in experience attributes and credibility, but low on some search attributes. Experience attributes are attributes that can be experienced by scanning a product (K. Mani Chandy; W. Roy Schulte, Sep 2009).

Such as health services, insurance and investment advice are rich in credence attributes. Even if after use of these services to see the quality of service delivered is not possible. Services are low in these because of their dominant character immaterial. Receiver of these services looks for tangible clues before making the sensible choice. Buyers will look for team spirit, presentation of the equipment. "Service marketers therefore need to manage tangible evidence by tangibilizing the intangible" (K. Mani Chandy; W. Roy Schulte, Sep 2009).

Next article review Good service desk practice tells us about the service provided in world class way.

2.7 Good Service Desk Practice

According to Rich Schiesser, there are many ways to organize and infrastructure, but there is no single method or standard or structure that can be applied to all situations. The reason for this is a different size, maturity and orientation of the IT organization, and they vary from company to company and directly affect the optimal design of the IT infrastructure. Some companies combine voice and data network groups, and others are clearly separated. Sometimes the position of a department can play an important role in the distinction of a world-class infrastructure from a poor. Four departments where this is the case in particular is the service center database administration (including development), network operations and management systems. The success of any infrastructure is essential to the correct location when the service center is in place. There are several reasons for this. High level of service in an office is Level 1 is the first contact an IT organization. Mix of services other office locations hierarchical structure can increase the effectiveness and visibility. The first impression the client when they first contact the service is long-term

According to Rich Schiesser there are many ways to organize and infrastructure but there isn’t any single or standard method or structure which can be applied on all situations. The reason for this is different size, maturity, and orientation of IT organization, and they are vary from company to company and directly influence how best to design the IT infrastructure. Some enterprises combine voice and data network groups, and other are kept totally separate. Sometimes the organizational position of a department can play an important role in distinguishing a world-class infrastructure from a mediocre one. Four departments where this is particularly the case are the service desk, database administration (Including developing), network operations, and systems management. The success of any infrastructure is critical when proper location of the service desk is in place. There are many reasons for this. Important level in service desk is level 1 which is first contact of an IT organization. Mixing of services desk other places in hierarchal structure can increase effectiveness and visibility. First impression that customer get when they first contact service is long lasting (Rich Schiesser, 2010).

Answer incoming calls as soon as possible it’s best to answer within two rings.

Service desk agent should answer the call if it’s possible because users don’t like to be connected to an automated telephone menu.

If you do ever use automated telephone menus, then design them to be as simple to understand and use as possible.

Sequence most commonly used automated telephone menu items first.

Allow for the bypass of some or all automated telephone menu items.

Calculate and report to callers average hold times in real time.

Practice good telephone etiquette by being polite, patient, courteous, and helpful to callers.

When handing a call off to level 2 supports, give the caller a reliable time estimate for follow-up and resolution.

Follow up with level 2 support to ensure the problem is being worked.

Follow up with callers to ensure problems are resolved to their satisfaction.

Following article IT Manager’s Role tell us more about the IT Manager’s responsibilities and their role in a business.

2.8 IT Manager’s Role

IT Manager’s position can be very challenging at times. It is very different degrees, which allows contact with a large portion of your business can directly affect the overall governance of organization, and it is a great experience to acquire. In addition, you need to increase your field of experience, they are forced to go to or follow the latest developments in technology so you have the required set of skills required by the business. This experience broadens network of contacts (Bill Holtsnider and Brian Jaffe, 2010).

Just as important as all that is, there is an additional advantage. Information Technology has taken the strategic value of your roles played by companies in the new economy in recent years. Information technology is now a back bone of US economy and many companies around the world. The 2008-2009 Occupational Outlook Handbook published by the U.S. Department of Labor Bureau of Labor Statistics: "Computer and mathematical science industry is expected to grow by 25% between 2006 and 2016. More than twice as fast as average for all occupations" (Bill Holtsnider and Brian Jaffe, 2010).

Report for IT managers says "employment of computer and information system managers is expected to grow 16% over the 2006-2016 decade, which is faster that the average for all occupations. New applications of technology in the workplace will continue to drive demand for workers, fuelling the need for more managers". Not only is your work interesting and rewarding, it is also very important, and demanded more and more. Dependence on technology is only increasing, and issues such as security and compliance makes it more visible across the organization (Bill Holtsnider and Brian Jaffe, 2010).

Corporations see this new world a challenging new world. Applications such as email, World, excel and handheld devices such as Blackberry are not unknown or difficult for many executives but some have little knowledge about more in depth technical issues if information technology and some don’t have at all. They think of information technology to be a power, but in the complex world where the rewards can be great and magical risks are scary awful. These leaders and their companies need professionals; both explain and perform in this new world. This is where Information Technology Manager comes (Bill Holtsnider and Brian Jaffe, 2010).

You can use your knowledge of technology, experience and interests directly benefit your business and the requirements of the loss. Together, you and your company give a strong association. Only your individual skills and passions may fade into mystical interests and expertise can build business models relevant to global economic decades in the past (Bill Holtsnider and Brian Jaffe, 2010).

The following article tells us how ITIL helps us focus on services strategy.

2.9 Focus on ITIL Services Strategy

Existence of Information technology is our customers, so be sure that you understand what your customers need and business results they want. Why do some of us think how to do it before they impact the business plan. The value must be created efficiently, effectively and economically, and then realized with the services and support delivered. (Anthony Or, 2011).

Creating value through Business Service Management (BSM), the foundation of BSM is managing Information Technology by business point of view is to build a positive relationship with partners, technology implementation, empowering people and alignment process. Putting good strategy in place and focusing on business rather than technology. You would be more successfully strategic part of an organisation as whole (Anthony Or, 2011).

As a service provider, main focus should be building a solid foundation for a long lasting relationship with customers. After establishing this relationship, Customers will most probably be find it easier to stay with your company than to move to another service provider, because of switching costs (Anthony Or, 2011).

More and more, working in the Information Technology field is increasingly less about technical competences and more integration. While over the last decades major player in most IT Departments were excellent developers, the main roles becoming increasingly full of those who can provide better integrate information available. Including Software development have moved towards this direction, with growth are the most competent people who can write creatively "glue" that builds on existing libraries, linked with external services, and offers a new experience in the weeks to take months or years to develop from scratch (Anthony Or, 2011).

As in this dissertation one of the questions is about customer knowledge, the following article has been reviewed to understand why knowledge is important in relations to Service desk is explained in more details.

2.10 Concept of Knowledge

Broadly speaking, "there are two types of knowledge: tacit knowledge and explicit knowledge. Tacit knowledge is that stored in the brain of a person and this type of knowledge can be called personal knowledge. Explicit knowledge is that contained in documents or other forms of storage other than the human brain". Type of knowledge which may be stored or embedded in products, processes, facilities, systems and services is called explicit knowledge. Tacit and explicit knowledge can be produced as a result innovations or interactions. May be outcome of alliances or relationships would penetrate the everyday organisations to operate and achieving their goals. Both tacit and explicit knowledge allow organizations to target and respond to new situations and new challenge (Filemon A. Uriarte, Jr., 2008).

Tacit knowledge is another word personal knowledge. This is stored in the minds of people. It is gained through experience and study. Through the process of interacting with others this type of knowledge is developed. It grows through experience of success and failure of trials practiced. (Filemon A. Uriarte, Jr., 2008).

Explicit knowledge is encoded. It is stored in databases, documents, emails, websites and similar. It is the knowledge which can easily be place available to others and shared or convey in form of systematic and formal languages. Explicit knowledge includes everything that can be coded, documented and archived away. (Filemon A. Uriarte, Jr., 2008).

2.11 Developments in IT Service Management

The past few years, IT departments and IT services providers have had to deal with new challenges. The key challenges are internal restructuring of the IT Departments,

The key challenges are internal restructuring of the IT Department, the importance of service orientation caused by increased market and customer orientation as well as the industrialisation in IT Service management. Given the growing importance of efficiency and performance, organizations recognize that the Information Technology is not key skills (Aileen Cater-Steel (ed) , 2009).

The organizational structure of services therefore becomes cost centre oriented internal market for services. Organizations have begun to assess the value and effectiveness of their internal IT departments and compare the offers of the market against external service providers. First, it follows the position changed departments and service providers, as well as a new situation for the management of IT services. Furthermore, which resulted in an increase in the supply of services through external markets for information technology services (Aileen Cater-Steel (ed) , 2009).

In order to illustrate some of the trends and developments in the management highlights the need for a new concept of quality management of IT services. The aim is to focus on important developments in the management of IT services and demonstrate their impact on the IT Service quality management (Aileen Cater-Steel (ed) , 2009).

Depending on the situation referred to above, there is a growing market and customer orientation in the IT Management sector. Various departments in an organization become customer of its internal or external IT Department to IT services. As an outcome, the relationship between various departments and IT service provider is same as a partnership with external customers. Both parties cooperate with each other on basis of Service Level Agreement (SLA) under real market condition (Aileen Cater-Steel (ed) , 2009).

Therefore, focus on the market and customer orientation made more new demands on IT Departments and IT service providers. They are obliged to determine which products and services for customers. "The definition of IT Services, the "product" of the IT Department, becomes a key challenge for the IT Management" (Zarnekow & Brenner, 2004). "The development and customization of suitable service packages will be a future challenge for service providers in general" (Spath, van Husen, Meyer & Elze, 2007). "IT Products" are a combination of different IT Services which support business processes (Uebernickel, Bravo-Sanchez, Zarnekow & Brenner, 2006). From a service provider’s point of view, this product orientation means that a portfolio of offered services has to be defined and regularly updated as per customer’s demands. From the perspective of the service recipient, the IT Service portfolio has to be actively managed and continuously updated to the business requirements and the business processes (Aileen Cater-Steel (ed) , 2009).

The increased interest in the commercial value and performance results puts an increasing pressure for Information Technology Service providers to improve their effectiveness. In this context, the term "industrialisation" describes the process of transforming of productivity methods from the industry sector to IT Service management (Aileen Cater-Steel (ed) , 2009).

Measureable quality IT Service Management is based on ISO 20000 Standard suite. This is the further development of the former British Standard (BS) 15000. Hence BS15000 drove the original orientation of the ISO 20000 standard. Based on ISO 20000 standards organizations can be audited and certified by demonstrating compliance with this international standard. In addition, ISO 20000 recommends a holistic approach to IT service management processes within an organization. The standard covers all areas related to the implementation of best IT Service management in organisations. This model focuses on the perspectives of IT service providers. ISO 20000 consists of two parts. The first part encourages the adoption of an integrated process approach to provide effective managed services to meet business needs and customers (ISO 20000). The second part is a code of best practices and outlines the best practices for service management within the party Aileen Cater-Steel (ed) , 2009).

The goal of the standard focuses on the provision of a common reference standard for all organizations which provides services to internal and/or external customers. Due to the great importance of the communication between service provider and service recipients one of the main targets of the standard is the definition of a common glossary for the service providers and their customers (Aileen Cater-Steel (ed) , 2009).

2.12 World Class IT Service Delivery

According to Peter Wheatcroft (2007) service is not something we can call a manufactured product and can’t be made pre-packaged quantity and sold at a discounted price. It is not something can be stolen or taken away from its owner or a creator. Hence service is misunderstood in IT delivery chain. "It is often confused with operations, derided as being the province of back room staff, and yet it accounts for the greatest proportion of IT customer complaints when delivery does not match expectations". We can say, may be customer expectation could be wrong, but actual part of IT Service Delivery cycle is settings such goals, service involves the customer in the transaction.

As compare to the past service delivery is more important than ever due to multiple technologies supporting each system and end users have also changed. Service provider is like a retail on the street now which provides service directly to the person. As only retailers know their customers well enough through service experience that the relationship between retailer and the person goes beyond what is just being bought from us. Should it effect managed IT service the same way (Peter Wheatcroft, 2007).

World Class or best practice terms are often used interchangeably to describe the attainment level of a particular IT organization or service offering. They don’t mean the same thing and their difference between these two terms must be understood. Peter Wheatcroft (2007) describes how these two terms have a relationship and can be used to govern IT service delivery. There are number of concepts and modules are introduced, well know examples starting with outside IT and concluding or merging with an accession model developed models for IT service departments (Peter Wheatcroft, 2007).

The issues and characteristics of organisations those have goal to achieve high level or outstanding service performance can be analysed and measure, and auther explains number of important models that do this are explained. Before exploring at the models it will be useful to know generally what is the definition of world class. For example, the Government Accountability Office in the USA defines world-class organizations as being ‘recognized as the best for at least one critical business process and are held as models for other organizations’. In contrast, The Bridgefield Group, which specializes in quality management and performance measurement systems, defines world class as being ‘a general term for a high level of competitive performance as defined by benchmarking and use of best practices’. And not least of all, Wikipedia – an online collaborative encyclopaedia – defines world class as ‘ranking amongst the foremost in the world; of an international standard of excellence; of the highest order’ (Peter Wheatcroft, 2007).

According to Peter Wheatcroft (2007) above explained world class definitions support performance as being based on the best practices, benchmarking and excellent delivery. And this will also be explained now and in later chapters of the book, that all aspects and factors are critical in order to explore a comparative and objective level of service quality.

The category in which we are most interested is World class. Organizations that continue their investment in effective processes continue to gain a benefit in terms of service performance. There are organisations which invests in their service delivery, to have a good relationship with their existing customers and taking on more customers and also winning awards. IT service delivery organisations should aspire in of that which can easily achieve this and it’s not impossible. "The service practices that lead to this level of performance can be grouped into five different result areas – service process, leadership, people, performance management and results". This type of formation or grouping is a common way of thinking about the actions those are due to be effectively delivered not on as IT service but other type of outputs too (Peter Wheatcroft, 2007).

2.13 Risk-aware Decision making for new IT Investments

According to Georges Ataya (2003) IT decision initially in most of the organizations is some kind of return on investment (ROI) or derived internal rate of return (RRT) for the measurement and evaluation of projects. Do not forget while computing budget allocation because most IT spending is dominated by the operation and maintenance of the application in use. Primarily business managers who have to make a IT budget are complaining that they pay too much for too little in return for the business benefits, but new investments that maintain small percentage of IT budgets worldwide. The sixth edition of Corporate Information Strategy Management says that "Some of the non-IT professionals to understand that the cost of maintenance and management of the Information Technology infrastructure often they represented 80 percent or more of its annual IT budget, while leaving few resources to be directed towards creating business value." While traditional ROI approach overlooks the alignment with business strategy and risk of the project does not include intangible benefits and new methods provide additional elements to the ROI analysis (Georges Ataya, 2003).

Successful projected related to technology require available skills, hardware, software or any existence of application software required to generate the anticipated value. Georges Ataya (2003) explores Contribution perspective as New, better and faster perspective development processes; development with new technologies. User perspectives are user interfaces for external users. Operational excellence is rapid development, web site development, data warehouse development and data mining development. Future orientation is based on training and education of IT staff to new and emerging technologies which can benefit the business. Decision making process and underlying planning and implementation process for IT into four critical dimensions that are assessed regularly and encapsulated throughout the organization are approached by the structure which Georges Ataya (2003) explores.

Upper level management and on people on the board are only few those who are advocated in this cost-cutting era. Due to recession and period of depression it’s hard to make such decisions to invest in existing operations, organisations rather investing in quick and fast revenue generating parts of the business due to business financial continuity issues to save their businesses. IT itself is another business of the enterprise with its own investment requirements. For longer terms IT should have investment scheduled for it and should determine the yearly costs of backlogs which were caused by lack of or unavailable funds for IT. When funds for IT are approved and accepted by management, IT should take full advantage of IT governance principles and reflect back on its own management process. When management is made aware of IT related information on a regular basis, it will be able to adequately perform corporate governance (Georges Ataya, 2003).

2.14 Focusing on Success in a Multi sourced Environment

Derek Lonsdale, Wendy Clark and Bina Udadia (2006) describe ITIL (IT Infrastructure Library) as a best practice framework for service management that provides standard instructions for deployment in one dimensional service delivery environment. Because of complex nature of most organisations aren’t that simple and due to of all that Information Technology is outsourced among several service providers. Individual service providers have several tolls for service management, support models and techniques themselves. According to Derek Lonsdale, Wendy Clark and Bina Udadia (2006) Trying to deliver ITIL best practice in these complex environments without taking into consideration the specific needs of the organization often results in the expected benefit or "step change" in performance not be done. It will be beneficial to the customer, who receives these services managed on ITIL fundamentals.

To gain early success will be easier to achieve by comprehensive and focused implementation and it can help organisation improve rapidly. This type of implementation needs to be built upon the foundation of clear priorities to be successful in a complex environment. These foundations should include a program of activities that focuses on processes that will deliver visible benefit, a design for the organisation which runs end to end service management, underpinned processes and a continuous drive for benefit delivery (Derek Lonsdale, Wendy Clark and Bina Udvadia, 2006).

Any organisation implementing ITIL based Managed service strategy should divide deployments into list of priority changes because all organisations have different priorities which depend on their current process maturity and business issues. To fit quick wins there are number of processes can be added, service level management, problem management, incident management and change management because they are clear candidates’ prioritization (Derek Lonsdale, Wendy Clark and Bina Udvadia, 2006).

To build better customer relationship by faster service restoration and minimum downtime and deliver most visible and immediate benefit are advantageous by prioritizing the processes. Further than that outcome of prioritizing these process can give organisations the vision to implement the rest of the ITIL deployment. (Derek Lonsdale, Wendy Clark and Bina Udvadia, 2006).

The advantage of these processes to be prioritized is that they deliver the most conspicuous and immediate benefits through lowering service disruption and restore service faster and at the same time establish better relationship with the business. Furthermore, the results obtained by these processes provide organisations with information they need to prioritize there remaining ITIL deployment pieces. For example, the management team may discover problems that most problems are caused by a lack of effective capacity management. The provision of these benefits from help strengthen the on-going commitment to the change program (Derek Lonsdale, Wendy Clark and Bina Udvadia, 2006).

Derek Lonsdale, Wendy Clark and Bina Udvadia, (2006) concluded in their search found that while the ITIL best practice framework guidelines are standard and easy set of guidelines, it can be changed or modified and implemented according to the organisational needs where this guideline will be implemented. The Implementation can be successful when the complexity of the environment by encouraging a few but important areas, establishment of a clear and accountable service management organization, and ensure that performance information is available right from the start. Implementation of ITIL in any organization wishing to provide managed services can make a real difference for the implementation of ITIL success (Derek Lonsdale, Wendy Clark and Bina Udvadia, 2006).

2.15 Service Integration in a Multivendor Outsourced IT Environment

Imagine asking two teenagers to take out the trash every Wednesday. So anyone who has kids would know that the garbage will not be taken out on Wednesday because it involves two teenagers will be pointing at each other and say, "I thought he or she would do it." In an environment where Information Technology is outsourced to multiple service providers, IT is facing similar challenges For example, when you have a complex incident that paralyzed major commercial aspect, suppliers will inevitably towards each other and say "it's their fault." (Jan Vromant, 2010)

Jan Vromant (2010) explores that although there is a less control because of multi outsourcing, why there is always an increasing trend there? Then the best answer would be "different Information Technology vendors have different strengths and capabilities and cost structures. Often, service providers have unique strengths in specific industry sectors (e.g. health care, automotive) or with specific products or technologies (e.g., SAP R/3, network management) and has developed the skills and the knowledge to make a strong value in that particular area" (Jan Vromant, 2010).

Jan Vromant (2010) also explained that the reason of in house application support for the organisation under the same building has weak infrastructure or operation support. "One of reasons why this could be that apps are more a people-focused endeavour (because most applications are cost people) than operations, resulting in different kind of corporate culture".

2.16 The Drive for Value Management

According to Jon Thorp (2008) every small business, medium business or a large enterprise in USA which is public or privately owned, whether profit or non-profit organisations they all have to deliver value in return to their stakeholders or their owners. Past few years or so this has been the part of enterprises business discussion that how to achieve the value. The current interest in value management is driven by a number of factors including, poor track record of capturing value, changing nature of value with a greater contribution coming from intangibles, the increases complexity of value creation, resulting in great part from the pervasive use of IT and globalisation, increased transparency mostly driven by regulation such as the Clinger-Cohen and Sarbanes-Oxley act in US.

John Thorp (2008) explains the survey taken in 2006, 150 senior executives throughout the word took part in the survey, which was carried out by Economist Intelligence Unit in conjunction with Deloitte "1 showed that the concept of value creation and preservation through investments in business change is still mostly regarded as implied principle, and not a deliberate and widespread thesis driver behaviour (John Thorp, 2008).

As John Thorp (2008) summarises that Investment involving IT affected by such type of thinking, which changed the views that investment in IT is no longer just about the technology itself but this is the investment for an organisation as whole. The failure to realize business value from investments in IT enabled organizational change is a symptom of a wider malaise, one that presents managers with significant new challenges. Implementing any major change successfully is terrible track record. Success rates in business process reengineering and mergers and acquisitions.

2.17 Unlocking the Value of IT Investments

According to Georges Ataya, (2007) the importance of the use of information technology, automation of work with management of business information has increased the number of different potential uses of information technology applications. It's not that things cannot be done using an automated request for information, they can be a great help in any type of complex environment to make work easier and faster. Because the application is automated can be very useful for any type of complex business organizations do not invest, but they invest in changing information enabled technology. Most organizations have a lot of old technology applications installed are large enough; they must be maintained and updated in accordance with business needs. With an increasing amount of valuable work potential to make a sum that consistently exceed the available resources, the challenge of selecting investment for reasons other than Information technology business investment is difficult, because there are a lot of issues, such as the increased risk impact on business, making the choice complexity, more visibility and more attention is needed by executives.

It’s not that only more things that may be done by using automated application of information technology, they can be a great assistance in all kind of complex environment to make job easier and faster. As a result automated application can be quite useful for any kind of complex business, organisations are not making IT investments but they invest in Information Technology enabled change. Most organisations have plenty of legacy applications of technology installed which are quite large, they have to be maintained and updated according to the business requirements. With growing numbers of potential useful work to do an amount that consistently surpasses the resources available, the challenge of selecting investment for reasons other than technology business is difficult, since there are many issues, such as making the choice, complexity, higher risk, the impact on businesses, greater visibility and awareness top management required (Georges Ataya, 2007).

Georges Ataya, (2007) describes the challenges organizations must choose investments that have great benefits for businesses and can also provide value to the business. Portfolio management represents a major challenge for organizations. "One of the three processes in the portfolio management ITTM.1 Val has been applied to financial investments for decades to assist decision makers to choose among more opportunities and complicated in an unstable environment." The nucleus of effective corporate governance is combining the performance management and portfolio management.

Georges Ataya, (2007) explores the importance of process management and portfolio management. A portfolio can contain all investment or asset that an organisation needs to administer and investments or assets that may be described on the basis of their nature or characteristics. Criteria can be established to support the evaluation of investments or assets in each class depending on what is of interest to management, strategic and financial objectives, including contribution to value, and level of risk. How to manage the portfolio can be decided in on the bases of criteria and portfolio performance, including identification of actions to increase the total value of the portfolio.

The objective of the portfolio management in the original version of Val IT is new investment programs. The programs in the portfolio need to be clearly identified, prioritized, assessed, chosen and managed actively throughout their life cycle to maximize economic value for both individual programs and the overall portfolio. This includes the efficient allocation of resources, risk management, early identification and remediation of the problem which includes the cancellation of the program if applicable, and at the Supervisory Board program portfolio (Georges Ataya, 2007).

According to Georges Ataya (2007) Portfolio management has fueled its importance in recent years, and now often introduced as the solution to business and IT alignment, and demonstrating the value the contribution of IT. While the program portfolio management, as described in the Val IT is certainly the promise, most details about current implementations of portfolio management refers to the management of project portfolio management (PPM), which is generally more focused on IT projects (Georges Ataya, 2007).

Georges Ataya (2007) explains that "although the PPM is surely beneficial in the management of IT resources and costs, and to some degree, in addressing  strategic alignment, portfolio management should be expanded to include programs for IT enabled business investment organizations to realize the potential in IT order to contribute to business value. "for effective IT governance and portfolio management of enterprise governance can be a extremely powerful tool. The connection between portfolio management and investment strategy specific company is also provided by these initiatives and actions to execute strategy. Portfolio Management also supports the identification, evaluation, selection, execution and monitoring of investments. Portfolio Manager also supports the monitoring and evaluation of the organization's assets, the results of investment and resources to create, maintain and enhance the value of these assets.

2.18 Auditing IT Service Delivery

Serving clients should be the primary priority of the information technology. Information technology is a tool to carry out daily business processes, such as the transfer or reception of funds, goods or recruitment for its users in the operation of of any business. With the help of Information technology, it is much easier to communicate by e-mail, instant messaging, enhance team work through available collaboration tools, promote better decision-making by providing a range of information through many delivery mechanisms. Information technology in creating opportunities for new business models that lead to competitive advantage and value creation for any company (S.Anantha Sayana, 2005).

Since Information systems are business critical need of any type of organisation today, it should not only be secure but also available for its users to respond to make processes faster. Information Technology and business is never the same at all time, they both require change. "Change in either one alter the interface between the two and require a response and resolution". The final stage of an application is to deliver correct functioning of a large number of components. Complex nature of many information technology and business complexity results many issues with users, these issues should be tackled fast and systematically (S.Anantha Sayana, 2005).

S.Anantha Sayana (2005) said first audit of information systems, which should be the main objective of safety. It is extremely important for IT to ensure together to evaluate the integrity, availability and confidentiality of data through the effective implementation of the of different controls. "An IS auditor needs to perform audits in the areas of general and environmental controls, application security, network security, system administration covering controls in operating systems and database systems, disaster recovery and business continuity, etc. However, security is not the only area of IS audit". The business case for IT investments should be evaluated by an IS auditor (S.Anantha Sayana, 2005).

According to S.Anantha Sayana (2005) "IT service delivery is the aspect of information technology where the fact that IT exists for the business and its and users is clear". Information technology is beneficial to the company when the user is able to accomplish tasks simply and effectively, which in turn increases productivity. The auditor for information security to approach both sides of information technology, users, and information technology services delivery side. The value of information technology can be assessed by carrying out user survey find that many users have been satisfied with the service provided by information technology

2.19 The Hidden Values of IT Risk Management

Not many organisation are new to Risk Management, because every organisation has a threat to its value by definition and every organisation has to manage risk to avoid any type of threat. " The processes for lowering loss exposures to acceptable levels is something well understood across many industries and fields, most notably in financial risk management for banking and insurance companies (Timothy Abram, 2009).

Timothy Abram (2009) explains that security aspect is included, since "risk management provides the rationale and justification for virtually all information security initiatives." For example Information security as a knowledge domain and specialization exists primarily to manage risks related to information technology and its resources and risk is the proximate cause of IT security. There is a big relationship between traditional risk management methodology and information technology based risk. Risks are increasing due to the potential for financial efficiency gains that may be learned from better prioritized remediation efforts and from the potential for well-informed risk decision making (Timothy Abram, 2009).

Timothy Abram (2009) said this kind of risk management is not just that we find a way to avoid problems involving any potential risks to organizations, but it helps an organization to take greater risks in order to develop further. If the risks well managed and understood the return value is sufficient. This is one of the hidden values which can be taken from a healthy IT risk management environment. "Whatever framework or processes are used, the important concept in risk management is a structured and organized identification, analysis, evaluation and deployment, followed by an effective remediation and monitoring program" (Timothy Abram, 2009).