Service Management for Service Desk

Palvelunhallinnan kehittäminen Service Desk ympäristöön johtaa parempaan työnkulun hallintaan. Service Deskin päätehtävänä on toimia ainoana yhteyspisteenä asiakkaalta tietohallinto-osastolle. Jokainen yhteydenottopitää kirjata ja se pitäisi olla jäljitettävissä. Tapahtumien eli insidenttien kirjaaminen tapahtuu pääasiassa Service Desk -funktiossa, joka omistaa niistä jokaisen. Tapahtumien hallintaprosessin tehtävänä on etsiä loppukäyttäjän tai IT-infrastruktuurin monitorointityökalun ilmoittamalle insidentille mahdollisimman nopea ratkaisu. Insidentit saattavat johtaa ongelmiin, jotka käsitellään erillisessä prosessissa. Ongelmien hallintaprosessi yrittää etsiä vikatilanteen pohjimmaisen syyn. Kun pohjimmaisin syy on löytynyt, prosessi lähettää muutospyynnön muutosten hallintaprosessille. Jotta päästään mahdollisimman hyvään tehokkuuteen, pitää määrittää asiakasrajapinta sekä mittarit. ITIL-malli tarjoaa prosessit IT-palvelunhallinnan kehittämiselle. Kansainvälisesti tunnettuna 'de factO' standardina sitä voidaan soveltaa globaaleissa yrityksissä. Tässä työssä keskitytään erään lääkkeiden jakelussa toimivan yrityksen tietohallinto-osaston Help Deskin nykytilan määrittämiseen. Työssä myös kuvataan tietohallinto-osaston tavoitetila, jossa keskitytään Service Deskin IT palvelunhallinnan kehittämiseen. Muut prosessit ja mittarit on kuvattu niiltä osin, jotka tulee huomioida Service Deskin seuraamisen ja ohjaamisen kannalta.

Choosing the service support model after a merger: Case Are Ltd.

The meaning of information technology (IT) and information systems have increased during the last few years. This is mainly because business is nowadays seen more and more as a service business and IT is one of the key elements to support those business services. Since the meaning of IT services has increased also the meaning of IT service support should be a factor paid more attention to. Especially after a merger and acquisition (M&A) it is more important than ever to consider service support. The purpose of this study is to discover the best practices for choosing a suitable service support model. The research question is How to choose a service support organization model for the ERP service desk function after a merger? A qualitative method is selected as a research method. This thesis includes two parts: a literature review and a case study. Theoretical part compiles an integrated model of previous research on the topic. It consists a collection of academic articles, publications and reports. The empirical part focuses on the issues in the case organization. That part tries to answer the question: what would be the most suitable service support model for the case organization? The empirical part is conducted by interviewing the employees of the case organization. This study finds that even though there are many ways of selecting a service support model it is difficult to define an unambiguous guidelines. However, there are few main objectives that should be taken into account regardless the case. Especially by using ITIL processes it is possible to implement a comprehensive service support and raise overall awareness of the existing service support models. The main functions that need to be taken into account are nature, industry and size of the organization. Also the business strategy, goals and resources need to be considered. These are the same factors that are noticed in the case study as well. The suggestions for the case organization are presented based on the interviews and the literature review.

ERP- järjestelmän tukiprosessin nykytilan analyysi ja prosessin kehittäminen

Diplomityön tavoitteena oli tunnistaa kohdeyrityksessä kehitysmahdollisuuksia. Kehitysmahdollisuuksien etsiminen käyttäjätukiprosessin aloitettiin prosessin nykytilan analysoinnilla, jolla pyrittiin tunnistamaan prosessin ominaisuuksia sekä ongelma-alueita, joita korjaamalla prosessia voitiin tehostaa. Tutkimus on jaettu teoria ja empiria osaan.Teorian alussa käsitellään tietotekniikkapalveluiden organisointia, jotta ymmärretään toiminnanohjausjärjestelmien ja niihin liittyvien tukiprosessien merkitys yrityksissä. Tämän jälkeen perehdytään prosessijohtamiseen ja sen keinoihin liiketoimintaprosessien kehittämiseen. Tuloksena voidaan sanoa, että prosessien virtaviivaistaminen on nopea ja edullinen tapa tehostaa prosessin toimintaa ja päivittää vanha prosessi vastaamaan yrityksen nykyisiä tarpeita. Prosessien virtaviivaistamisella ei saada suuria kustannussäästöjä, vaan hyödyt liittyvät prosessin tehostumiseen. Virtaviivaistetusta prosessista on poistettu turhat toiminnot ja se on suunniteltu vastaamaan tarkoitustaan parhaalla mahdollisella tavalla. Näin prosessin virtaviivaistaminen lisää myös asiakkaan kokemaa arvoa.

O impacto das práticas ITIL na flexibilidade organizacional - evidências empíricas em uma empresa multinacional de TI

The present work has as main objective the identification and impact analysis for the practice ITIL in the organizational flexibility of a multinational IT company, being this study of quali-quantitative and exploratory nature. To achieve this objective, some theoretical studies on bureaucracy, organization flexibility, control, IT governance and ITIL were done, as a form to better understand the research problem. For analysis effect a set of eleven ITIL process was considered in this research ¿ service desk, incident management, problem management, change management, configuration management, release management, service level management, availability management, capacity management, continuity management and finally IT financial services management ¿ grouped in its two core areas ¿ service support and service delivery. Then a scale was constructed and validated, on the basis of theoretical models developed by Volberda (1997), Tenório (2002) and Golden and Powell (1999), to measure the flexibility related to each process comprising the ITIL core. The dimensions adopted to measure flexibility were: organization design task, managerial task, IT impact on work force, HR management, efficiency impact, sensitivity, versatility and robustness. The instrument used in research was a semi-structured interview, which was divided in two parts. The data collection was performed with ten interviewed people from an IT multinational company, based on convenience, some were managers and there were users, some were ITIL certified and others not. The statistic tests of t student and Wilcoxon non-parametric were adopted. The result of the research indicated that the ITIL service support area, for possessing greater operational focus, presents flexibility trend. The opposite was found for the service delivery area, which has greater tactical focus. The results also suggest that the change management discipline was the one that contributed for the most flexibility inside the company, followed by incident management discipline and the service desk function.

O impacto do anúncio de terceirização em tecnologia de informação no valor de mercado das empresas : um estudo de eventos

Baseado no referencial teórico existente se pode constatar que as principais funções da TI que são comumente terceirizadas são: as operações de infraestrutura; o desenvolvimento e a manutenção de aplicações (fábrica de software); e o gerenciamento de redes e computadores (service desk). Dentre as funções comumente terceirizadas, uma que parece ter menor potencial de contribuição diferencial quanto ao seu valor para o negócio é a de infraestrutura, uma atividade bastante estruturada que normalmente é uma das primeiras a serem terceirizadas, parecendo ser corriqueiro que empresas optem por essa terceirização. Este trabalho teve como principal objetivo identificar a associação que pode existir entre o anúncio de terceirização da TI, especialmente infraestrutura, e o valor de mercado das empresas, e para tanto teve como foco empresas brasileiras de capital aberto. Já é sabido que investidores levam em consideração tanto as informações financeiras como não financeiras das empresas que pretendem investir, o que resulta em menor ou maior valorização dessas empresas. O valor da ação no mercado representa o retorno superior esperado em certos momentos, como reflexo da expectativa futura de desempenho que a empresa possa ter. Neste estudo queremos verificar se o anúncio da terceirização da TI levando a essa expectativa de desempenho superior, ou geração de valor futuro, leva também a alguma alteração no valor da ação no mercado. Isto foi feito por meio da comparação da variação do valor de mercado de algumas empresas antes e após o anúncio da realização da terceirização da TI. A metodologia utilizada foi o Estudo de Eventos e, para mensuração dos retornos normais e anormais, utilizamos um modelo de retornos ajustados ao risco e ao mercado, adotando o Capital Asset Pricing Model (CAPM) como modelo econômico para precificação de ativos. O tratamento dos dados das 11 empresas que compuseram a nossa amostra apontou que o anúncio da terceirização da TI parece ter afetado o comportamento das ações dessas empresas. Tomando por base a amostra escolhida, pudemos identificar que houve um impacto positivo no valor de mercado das empresas estudadas, o que pode ter ocorrido em função dos anúncios publicados.

Making Change, Increasing Value: Reorganizing Your Access Services Department

Presentation from the Towson Conference for Academic Libraries: Collaborating Across the Library, August 16, 2016, Towson University, Towson, MD

Autoavaliação da governança de TI em uma autarquia federal com base na gestão de riscos

Dissertação (mestrado)—Universidade de Brasília, Instituto de Ciências Exatas, Departamento de Ciência da Computação, 2016.

The ETH Zurich DOI Desk: DOIs as standard persistent identifier and best practice in Swiss Open Access repositories

Presentation at Open Repositories 2014, Helsinki, Finland, June 9-13, 2014

Eliza Mosher on phone at desk. 1925

on verso: "at 78 is the oldest living & active woman doctor, and is to be honored ... at the Hotel Roosevelt (NYC) to celebrate her 50 years service to the medical world."

Desk guide : bankruptcy tax crime referrals.

Mode of access: Internet.

From Clerk and Cashier to Guest Service Agent

In their study - From Clerk and Cashier to Guest Service Agent - by Nancy J. Allin, Director of Quality Assurance and Training and Kelly Halpine, Assistant Director of Quality Assurance and Training, The Waldorf-Astoria, New York, the authors state at the outset: “The Waldorf-Astoria has taken the positions of registration clerk and cashier and combined them to provide excellent guest service and efficient systems operation. The authors tell how and why the combination works. That thesis statement defines the article, and puts it squarely in the crosshairs of the service category. Allin and Halpine use their positions at the Waldorf-Astoria in New York City to frame their observations “The allocation of staff hours has been a challenge to many front office managers who try their hardest to schedule for the norm but provide excellent, efficient service throughout the peaks,” Allin and Halpine allude. “…the decision [to combine the positions of registration clerk and cashier] was driven by a desire to improve guest service where its impact is most obvious, at the front desk. Cross-trained employees speed the check-in and check-out process by performing both functions, as the traffic at the desk dictates,” the authors say. Making such a move has resulted in positive benefits for both the guests and the hotel. “Benefits to the hotel, in addition to those brought to bear by increased guest satisfaction, include greater flexibility in weekly scheduling and in granting vacations while maintaining adequate staffing at the desk,” say Allin and Halpine . “Another expected outcome, net payroll savings, should also be realized as a consequence of the ability to schedule more efficiently.” The authors point to communication as the key to designing a successful combination such as this, with the least amount of service disruption. They bullet-point what that communication should entail. Issues of seniority, wage and salary rates, organizational charting, filing, scheduling, possible probationary periods, position titles, and physical layouts are all discussed. “It is critical that each of the management issues be addressed and resolved before any training is begun,” Allin and Halpine suggest. “Unresolved issues project confusion and lack of conviction to line employees and the result is frustration and a lack of commitment to the combination process,” they push the thought Allin and Halpine insist: “Once begun, training must be ongoing and consistent.” In the practical sense, the authors provide that authorizing overtime is helpful in accomplishing training. “Training must address the fact that employees will be faced with guest situations which are new to them, for example: an employee previously functioning as a cashier will be faced with walking guests. Specific exercises should be included to address these needs,” say the authors.