Jorge Manuel de Oliveira Vicente Tese de Mestrado em Engenharia ...

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COBIT’s definition of IT Governance to the previously identified concerns of literature and practitioners, it showed that COBIT does support most needs, but lacks in providing information on how decision-making structures should be implemented [6]. 1.2. Service Level Management In this quest are several issues that need attention, and one problem is already identified: the alignment between Service Level Agreements and IT Governance. IT Service Management integrates on IT Governance and must respond to an investment made in a Service that is bought and must proof that is a good investment. These Services must be aligned with one or more Business Goals and to do this alignment, metrics must be defined so that this management can be made. The Service Level Agreement is as contract that specifies the level of service that must be provided [7]. There are very roles on this negotiation and different views that have to be converged. Service Level Management is often regarded as one of the most important management disciplines in IT Service Management, vital for customer-orientation and provision of high-quality IT Services. SLM is responsible for determining, monitoring and reporting IT Service quality metrics in line with the commercial business goals of the entire organization. It is important for an improved relationship between s service provider and costumer [8]. After the negotiation and the implementation, the “health” of a Service must be monitored. Business Service Monitoring normally provides the technological monitorization of the services, with the goal to see the Services as the Client and provide information that permits an overview of the Service and allows decision support when a problem and incidents occurs and data to foolproof reports to a possible re-negotiation of a Service. ITIL is the most used framework on this matter and the academic programs also points ITIL as the best framework to teach in business-schools and Management Information Systems curricula in Universities [9]. In an ITSM point of view the information produced by SLM improves IT Services but in Business point of view, there is lack of information regarding how the ITSM performance integrates the Business performance. 1.3. Business Process Management Any enterprise—corporation, government, or nonprofit organization—can be viewed as the sum of its business processes. Each process delivers value to customers, suppliers, employees, or other stakeholders. BPM, the discipline for enabling and automating business 4
processes, is in a period of rapid growth and will fundamentally change the way computing power is applied in organizations. Whereas BPM has already delivered considerable value in many companies, the components of the full BPM solution are still evolving and are the subject of ongoing research and development [10]. Business Process Management is an old discipline that allows you to model the organizational structure, define the business processes, and show the interactions between them, from design to automation. The whole point of automating business processes is to improve operations—in cost, time, or quality. Once a process has been developed and deployed, how can we know if it is meeting the intended goals? We know how to instrument IT systems and monitor them with a high degree of precision. These statistics, however, do not generally provide a business-process context around this information. The challenge is to aggregate and present execution data at the business-process level. Gartner coined the term business activity monitoring (BAM) for this capability. It defines BAM as providing “real-time access to critical business performance indicators to improve the speed and effectiveness of business operations. Without BAM, operational managers have no way of determining whether the processes for which they are responsible are meeting their objectives [11]. 1.4. Summary Today a business process has some activities that have one or more service that fully supports them. If that service stops and we ask to the operational manager why, consulting a BAM dashboard it’s possible that he can identify the reason “pointing the finger” to the Service Manager. At the other side, the service manager and the Business Support team work in the way to solve the incident, and in the end, service manager congratulates himself and his team because they solve the incident rapidly maintaining the performance, but is operational manager satisfied? Thus, we have two types of indicators that are sensible to an incident: the business-level and the service-level. But are they aligned? What is the cost of that service to both managers? What is the cost to the business when a service stops? Normally we encounter 2 different visions (1) focus on the business processes (2) focus on the services. Regardless the business goals, it’s possible that the BPM and ITSM aren’t aligned. Figure 4 shows the different views between business and services. A manager has a view concerned with business and with the objective to maintain business running no matter what 5
Page 1: MONITORING IT SERVICES FOR SUPPORTI
Page 5: Abstract IT drives to the goal of a
Page 8 and 9: 4.1. Introduction .................
Page 10 and 11: Figure 24 - Screenshot 3 MIS: Activ
Page 12 and 13: XII
Page 14 and 15: SLA - Service Level Agreement SLI -
Page 16 and 17: investment must have a return. So,
Page 20 and 21: and with best performance possible.
Page 22 and 23: 2.2.1. Definition SLM is the proces
Page 24 and 25: Service Level Objectives (SLO) defi
Page 26 and 27: Therefore, inevitably, even moderat
Page 28 and 29: • Step 2: Establish a baseline
Page 30 and 31: Once the objectives have been estab
Page 32 and 33: • Time and personnel. For IT, the
Page 34 and 35: Direct Benefits enterprises also se
Page 36 and 37: infrastructure. There are also mana
Page 38 and 39: Figure 10 - ITIL Processes (source:
Page 40 and 41: In contrast, applications of Six Si
Page 42 and 43: Figure 13 - Porter’s Value Chain
Page 44 and 45: 3.4. Customer-Provider IT Service R
Page 46 and 47: adaptations), (ii) the IT systems a
Page 49 and 50: 4. Proposal 4.1. Introduction The i
Page 51 and 52: Figure 17 - Conceptual Overview. 37
Page 53 and 54: Figure 18 - Logical relation of the
Page 55 and 56: An IT Service is a group of Transac
Page 57 and 58: need to know that is the transactio
Page 59 and 60: 5. Case Study Note: In this Chapter
Page 61 and 62: Table 4 - Relation between Millenni
Page 63 and 64: Figure 22 - Screenshot 1 MIS: Busin
Page 65 and 66: 5.3. Conclusion Although the applic
Page 67 and 68: 6. Conclusion IT drives to the goal
Page 69:
were stronger and for a sustainable
Page 72 and 73:
14. Classifying ITIL Processes: A T
Page 74 and 75:
38. Schekkeman, J. Enterprise Archi
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Jorge Manuel de Oliveira Vicente Tese de Mestrado em Engenharia ...

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