The Relation Of The Topic To The Course

Published Date: 02 Nov 2017

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 customers and service tickets multiply rapidly, making it almost impossible for owners to stay on top of schedules and service teams to achieve precision end-to-end view of the entire business.

As an IT company dealing with managing Help Desk and customer satisfaction begins to decline, and the business is not as cost effective as it should be, because there is little visibility on how employees spend their time.

Nagging questions disturb the business owner  and the team:

Is the work and customer prioritised?

Do they have access to all systems and place where they were needed?

How many tickets have 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

• Reduce complexity

• Optimisation of projects

• Effective management of IT assets (engineers, hardware and software)

• Greater flexibility

• Standardization of services and organization

• Consolidation of duplicate processes, technology and systems

• Increased productivity of IT and business

• Improve the quality of IT service

• The development of an approach to service and equipment supplier management, and communication with customers, between users and IT departments

• Management control and reporting

1.2 Research Questions

How to make service desk more efficient and reliable to meet customer’s need?

Implementing ITIL in Service Desk Management helps provide world class service?

Can knowledge about a customer be effective resolving issues?

What are the implications for managing complexity of change?

How does reducing multiple call pressure effect Service Desk?

1.3 Objectives

Conduct a literature review

Evaluate current Service Desk

Conduct a case study

ITIL V3 Foundation course to understand Managing IT services in detail

Techniques to expand customer knowledge

Find the way to manage the complexity of change

Proactively reduce incidents before they become big and reduce the pressure of multiple calls

Evaluate the results in relation to objectives

Present a work flow and prototype for Service Desk management.

Present a work flow and prototype for Customer Knowledge.

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 think Information Technology as an expense overhead.

45% or organizations thin Information Technology as necessary.

Only 32% see Information Technology as a valued strategic partner.

37% believe that the activity is limited by information technology.

Further 14% said "Information Technology is not to be regarded as part of the business advancements" This is a reality rather disturbing.

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

From every $1 spent on Information Technology 60¢ goes toward its infrastructure.

Less than 20% of managing human capital or the performance of staff

8 out of 10 service outage caused by a failed change

70% of Help desk calls are "self-inflicted"

Only 20% of all IT projects are crowned with success

30% are cancelled in the balance of losses are not as promised

25% of hardware and software that is never installed

67% of companies do not track computer software assets

90% of mid-market IT organizations are using manual processes

Most IT organizations have on average of 6 independent software tools which are not compatible 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

There are several ways to organize an infrastructure, but there is no single approach or a standard or a structure that may be used in all the situations. The reason for this is every organization is different in size, maturity and the different orientation of the IT organization, and they range between companies and directly impact on the optimal design of the IT infrastructure. Some businesses combine voice and data network groups, and others are clearly separated from the reset. Sometimes, specific location of a department may play a major role in the distinction between a world class infrastructure from a poor (Rich Schiesser, 2010).

The success of every infrastructure is fundamental to the proper location when the service is in place. There are a number of reasons for this. High levels of service in any office is Level 1 is the primary contact of an IT organization. Among other services offices hierarchical structure can enhance the effectiveness and visibility. The first impression of the client on their first contact with the service is long-term effect (Rich Schiesser, 2010).

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, leaving few resources to be addressed towards creation of 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 presence of application software required to generate the expected value. Georges Ataya (2003) explores Contribution perspective as New, best and quickest processes of development perspective, the development of new technologies. The user views and user interfaces for external users. Operational excellence is a fast 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 and more specific processes planning and implementation for Information Technology into four critical dimensions usually assessed and embedded 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 benefit of the principles of IT governance and reflect on their own processes. When management is aware of Information Technology related information on a regular basis, it will be able to perform corporate governance sufficiently (Georges Ataya, 2003).