Im/It Service Management

This article makes up Chapter 1 of the free, open access book titled, Information Systems: A Manager's Guide to Harnessing Technology, by John Gallaugher. Please ensure that you read the entire Chapter 1 of the book consisting of 3 parts (Part 1 Introduction; Part 2 Don’t Guess, Gather Data; and Part 3 Moving Forward).

In my capacity as the Director, Information Management and Systems for AMC, I served as the enterprise information operations manager worldwide (140 locations) directing over 3000 personnel programmatically and 120 (up to 200 depending on position) directly (serving as a third level supervisor). I accomplished the following: In my capacity as the Director of Information Management and Enterprise Operations, I oversaw a large personal staff and a program management staff that managed the commands geographically dispersed day-to-day enterprise IT operations. Serving as the program manager for several major IT functions throughout the command, I faced a variety of problems that included, but not limited to; a poor performing infrastructure, poor service support, lack of system engineering and planning, a Continuity of Operations Plan (COOP) and several poorly designed homegrown applications developed by the individual business units. While many of my problems were standard for a large command one of the larger issues that are typically missed was a strategic approach to managing information technology holistically across a command that had seven distinct mission sets along the associated funding. As with all Army commands this command was diverse and some of the subordinate commands existed before the parent command came into existence. This translated into disparate approaches in IT solutions. The subordinate commands had

Incident Handling – is the proper way to mitigate incidents that arise during the course of normal business operations.

There is one main goal of incident management, to repair normal function and operation as fast as possible. Some other goals are detecting events that could interrupt service and resolving the incidents and lowering downtime for the company. Incident management also needs to maintain quality of the service

Day in day out, security threat is on the increase, and the need to provide adequate security for every organizations becomes more important than ever before. Of course, no one expects security attacks, but due to the way things are happening in today’s world, having a qualified team of incident handling would be of great importance. Typically, incident handling process can mean the difference between total disaster and complete recovery. For easy understanding and to avoid complications, we have simplified this article to the extent that everyone can read and understand the content.

After acquired to change management subject, I think that change is a state of transformation which results in an essential shift in the way we observe and interact with the world. The concept of change is more important in our lives as it enables us to face new experiences, either it be good or bad. To be safe from bad experience of change, knowledge to manage the change is compulsory for

Change management is essential to an organization in order to maintain consistent operations and be stable through shifting environmental conditions, a well-defined program and controlled process will conclude with the optimal handling of these changes. Team 5 endorses the change management process outlined in COBIT 5 section BAI07 which supports the achievement of a set of primary IT-related goals.

The purpose of this policy is to promote a controlled environment around change management procedures for Felician University’s IT systems and applications. The Change Management Procedures are designed to provide an orderly process in which changes to

The main objective of IT Service Management (ITSM) is to ensure that all business processes and resources are optimized and implemented using the best practices defined in ITIL (Information Technology Infrastructure Library) to meet the organizational goals. ITIL defines Incident Management process to manage and restore the normal service operations from the disruptions minimizing the impact to the business. This study focusses on improving the performance of an organization by the effective management of open incidents. The research proposes generating reports from incident management tool and increasing the rate of resolving the incidents through a systematic process

The most prevalent factor in the failure of new IT system in general and CRM systems, which customer service is based on, is lack of adoption by the employees that need these systems to do their jobs (Harison, Boonstra, 2009)

Change management is the process and techniques to handle the people-side of a change in order to achieve the possible business outcome.

Change-management is the implementation of planned processes which are performed in a way that benefits the institution without negatively impacting personnel as a whole. Employees can be resistant to change, and the idea of change management is to effectively apply changes to an organization without adversely affecting the workforce. Benson pointed out that within systems change models, “any change, regardless of size, engenders a ripple effect on the organization (2011, p.38). The organization

Businesses have become extremely reliant on technology over the past few decades. Processes from accounting to marketing to board meetings are done using special applications and software developed to improve productivity as well as to shrink the distance between office locations. With the invention of computers for ease of day-to-day functions, to creating a global network that connects people around the world in seconds, the success or demise of a corporation can be determined by its digital components. An efficient, high-tech structure maintained by well-educated and skilled associates gives an organization the ability to perform more effectively, nationally and internationally. When system outages occur, tasks executed on the network cannot be completed, halting productivity and potentially costing the company financial loss. The speed of recovery in these instances is crucial, but so is the implementation itself. Inadequate handling of procedures and mediocre responses from leaders in a crisis situation involving network/technical failures can wreak havoc on an organization, negatively impacting public image, corporate profits and trust of associates.

The services that an organization offer may fail so, we need a process to manage those failures and ensures that when there is a failure the quality of the service that an organization offer do not impact the business value that they deliver to the customers and restore the normal service operation as soon as possible. The normal “Service Operation” refers to the service that is defined in the Service Level Agreement that is agreed by the customers.

Change Management involves the methods, tools and procedures for managing the people-side of change. When confronted with change at the workplace, people generally react with fear, anger, ambivalence or enthusiasm. More often than not it is fear and panic that