An Investigation of The Processes of It Management
An Investigation of The Processes of It Management
An Investigation of The Processes of It Management
2014
Abstract
There are some framework and standard to define and model IT management processes, these
are ISO/IEC 20000-1 and ITIL V3 (IT Infrastructure Library – version 3), COBIT (Control
Objectives for Information and Related Technology), MOF (Microsoft Operations Framework),
HP service management framework and also maturity framework (Logan J.C., 2008). In this
research the route map is all considered management processes in ISO/IEC 20000-1.The process
of IT management categorized to five process (service delivery processes, control processes,
release process, resolution processes and relationship processes) , each processes are involved
one or several service management activities, these services in ITIL V3 are known ITSM (IT
Services Management), we have tried to describe a related articles or journals in each section of
ITMS, of course in some cases we compare ISO/20000-1 with ITIL V3 .
Keywords: ISO/IEC 20000-1, ITILv3, Process, Service, ITMS.
Introduction
The requirements for a service provider or an organization in order to managed services with
acceptable quality to its customers are defined in ISO/IEC 20000-1, These requirements may be
used: (1) by businesses that are intending to sale for their services or (2) they need a consistence
approach by all service providers in supply chain, (3) service providers test their IT service
management,(4)as a principle for an independent evaluation ,(5) by an organization which
requires to show the power to provide services that do customer requirements and (6) helps to
recovery service with a good and effective application of processes to monitor and improve
service quality. The type of the business relationship between the service provider and business
will specify how the requirements in ISO/IEC 20000-1 are implemented in order to meet the
overall purpose. (Overall purpose by organizations or service providers is a good service with
acceptable quality for their customers). [r1, p1]
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Change record: The detail contains of configuration items under change effect.
Configuration item (CI): The part of an infrastructure under control of configuration
management.
Configuration management database (CMDB): The database have all related details of
each configuration items and have important relationship between them.
Document: Information and supporting instrument.
Incident: An event doesn’t depend of a standard operation of a service that it may be cause
an interrupt or decreasing quality of that service.
Problem: Unknown main cause of one or some incident.
Record: A result of activities performed is led to register in document.
Release:Set of new or changed configuration items which are examined and into the
live environment together.
Request for change: Form or screen used to record details of a request for a change to any
configuration item within a service or infrastructure.
Service desk: Customer facing support group who do a high proportion of the total support
work.
KPI: Key performance indicators are important metrics and measures used to report on the
performance of process, IT service or activity.
1. Service delivery processes:
Service Delivery defines the business of IT. Service Delivery processes assist staff in
tailoring services to meet the specific business needs at a price the business can afford.
1-1.Service level management:
Executing Service Level Management processes permits IT staff to more accurately and
cost effectively provision identified levels of service to the business. The processes
ensure business and IT understand their roles and responsibilities and empower the
business units. The process of IT Service Levels from planning to monitoring and
controlling phases is IT Service Level Management (SLM) and these phases are namely
classic Anthony’s cycle (Anthony, R.A., 1966).SLM support all steps of the IT system
diagram from analysis of user requirements to software developing and ultimate, to
operation. With the growth of activities, internal and external demands for IT services, IT
Service Level has a key and important role in corporations. IT Service Level calculate the
quality provided by IT services, e.g. the responsible time for a web testing system or at
least and at last volume of customers demand bandwidth in ISP (Internet Service
Provider) subscribers. IT Service Level is an element of Service Level Agreement
(SLA).SLA is expected service level that customers pay money for it. Companies used
SLA to specify contracts with outsources and also to define the quality of service levels
for IT department and their subscribers. [r2, p1]
The difficult and challenged subject in IT service Level is how to measure Long Running
Process (LRP).LRP measuring is first step in IT service level. Complicated processes
consist of several activities and different of stakeholders. For example the “freight train
combination” LRP contains Freight section and Track section and also Sales Offices and
End subscribers, who are like to order service level of the whole business process, thus in
the first step we shall develop a SLM framework called ESLAM-Extended Service Level
Analysis Model that expands some famous IT management framework as ITIL, COBIT,
MOF, HP Service Management Framework, maturity framework. ELSAM gives a wide
view of SLM, which contains (a) the service variables are calculated by SLM, (b) the
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organizational framework of roles and functions to execute SLM and (c) the information
system (1) snapshot performance data (2) measure service performances and (3) report
information to managers. Service variables specify what SLM calculates. The extensive
measurement span, the more mature SLM. The term of measure metrics and measure
objects defined each level of IT services measurement span. The higher number of
metrics and objects led to more mature SLM, In short, within each service level m, the
service variables V are given by the intersection of the set of objects O at the level and
the set of applicable metrics M of each level, which is lower or equal to Cartesian
product (Equation 1-1-1). [r2, p2]
∑ : =( ∩ )≤( × )
Equation 1-1-1
Basis on ITIL classification, we have three levels, IT Technical Services, IT Business
Services and Business Processes.IT Technical Services is the lowest level in ITIL
framework because these are not understand by customers. Business Services are the
intermediate level, they order and support a specific application. Business Processes are
very complicated level and has an essential roles to the business impact. Reaction of
stakeholders is a baseline for business process performance .Figure 1-1-1 display the
stakeholder oriented grid of business process performances, so that in columns we have
list classes of performance (cost, quality, level of service) while in row we have list
classes of stakeholders (manager, customer, worker) and squares contain Key
Performance Indicators (KPI). [r2, p3]
The building block that scatter whole system lifecycle are defined with Service Level
Information System. Figure 1-1-2 show a wider coverage of the reference architecture
model more mature the SLM.
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Project Control (PC) supports the project cycle. The project activities are related PC, it is
a key point in large organization. Real Time Control (RTM) gathers status of each object
that contributes to technical and business services. Catalogue and SLA management
maintain the catalogue of services along their life cycle, from design to operation and
termination. Management Control (MC) is a business intelligence software that saves and
resolutions time sequence of performances, therefore supporting planning and
intermittent, control of the performances. [r2, p4]
1-2.Service reporting:
The Service Reporting reports on the results achieved both operationally and
strategically. It also reports on any developments related to Service Level Agreements
such as hitting various targets, like availability. Its purpose is to provide information to
both IT and the business in order for informed decisions to be made. IT and the business
should agree the format and style of reports to suit their relevant audiences. Many
problem would occur when we had implement IT security and service management
framework for customers especially when we have used a business process model for the
first time. The improvement process is a main areas of ambiguity, by checking problems
in implementing ITSM for customers, we made a reporting structure to reduce
ambiguities. Reports must be understandable for managers if we want have a successful
implementation. The goal of service reporting framework is an instrument for
organizations to specify their interior communications and streamline defining and
monitoring KPIs and metrics and finally Continual Service Improvement (CSI) process.
Reporting process aids to specify clearly whatever we expect in each activity. [r3, p1]
The service reporting have six type of reporting that we describe each of reporting. (1)
Reporting routine tasks is one of the type reporting that it used for operational level, is
about successes and failures to achieve of daily goals activities of operation and
monitoring type. These report is for section manager and process owner .low amount of
analytical process and frequently tasks activities, time intervals, inconsistencies and
extermums in observations are characteristics of these report. (2) Reporting assigned
tasks are tactical levels, is about the advance of project and allocated tasks. These reports
are proper for design, development, deployment and implementation activities. This type
of reporting are used by function managers or the change advisory board (CAB). They
contain some basic analysis on the development of the project/task, achievements, traps,
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fagged works, estimations, lessons learned, etc. (1) and (2) were the process of measuring
activities in IT processes but two next reporting are used for IT service measurement. (3)
Reporting on events, these type of report is in operational level and have low level data of
events. The data are gained in operation, monitoring and supporting activities and has
abstract of various types of events in IT services, specifically in security events and the
details of type of events. Service managers are used this type of report. (4) Reporting on
services, this type of report is of a tactical level and is about service status data. Data in
service management activities and monitoring are used for forecasted service levels,
customer satisfaction measurement metrics for defining (Service Level Agree SLA, and
contracts. Service mangers use this type of report. (5) Reports on review meetings are of
a strategic or tactical level and are prepared after review meeting in various statuses of IT
service management. They always consist of digest of discussions, opinions of presented
by different sections, and particularities of intensions made, task assigned, further
activities/meetings scheduled. (6) Management reports is of strategy level is about all
high level perspective of ITSM framework. Top IT and business management officers,
the Continual Service Implements (CSI) managers are used this type of report. [r3, p2]
A reporting framework policy needs to be documented and agreed with the various
business units as the finance department would want to see a different set of reports from
the marketing department. This would be incorporated at the Service Design (service
design Measurement and reporting is a key requirement of service improvement, which
in turn is required for value creation and success in a competitive market. The proposed
reporting framework helps organizations to define reports in a way that eases service
improvements.)Phase. [r3, p3]
Service reporting policies should be obviously specified, and related to all IT personnel.
Each report and report template should have a distinct recognizer. Reports should consist
of reference to their report template. Report template must specify goal, who are exploit
and using it and needed metrics and also data sources of reports. [r3, p3]
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Service Transition purpose is to decrease famous errors and changes introduced to the
real application of the risk, to provide the valid information, therefor users can make
decisions at the correct time, for maintain an effective service management processes. In
distance education ITSM model transformation phase major design change management,
configuration management, release management knowledge management processes. A
collection of daily activities and appropriateness of the implementation of the process to
prepare users with management, to reach the established service level agreement (SLA)
service is the main goal of Service Operations. The service operational stage consist of
event management, incident management, problem management, application and
infrastructure monitoring and management of four processes. [r4, p3]
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Capacity Management is one of five components in the ITIL Service Delivery area. The
work is proactive rather than reactive in nature and is responsible for ensuring that
business needs and service definitions are fulfilled using a minimum of computing
resources. Capacity management containing three sub process business capacity
management, service capacity management, and component capacity management.
[Wikipedia web site]
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To support key activities (capacity and performance reports, forecasts, capacity plan) we
need three types of deliverables are expected (Capacity Management activities include
Monitoring, analyzing, tuning, and implementing necessary changes in resource
utilization, Managing demand for computing resources, which requires an understanding
of business priorities, Modeling to simulate infrastructure performance and understand
future resource needs, Application sizing to ensure required service levels can be met,
Storing capacity management data, Producing a capacity plan that documents current
utilization and forecasted requirements, as well as support costs for new applications or
releases, Building the annual infrastructure growth plan with input from other teams.).
Key activities are performed at three type of levels that are firmly connected. Service
quality is valued on the principle of SLA. The SLA are discussed at the business level.
For analyzing of several supporting activities, the IT managers need the related data
about system activity, ITIL proposes to install a Capacity Management Information
System (CMIS) to reach all historical data to manage capacity.
[r6, p6]
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Figure 1-6-1: Activities of unidentified user as potential attack and threat to organization
BS7799 was a standard that published by British standard. (BSI) group in 1995.one
worldwide security standard specified for fraud detection for payment cards that is
PCIDSS (the Payment Card Industry Data Security Standard). [r7, p24]
COBIT is an IT framework that classified as following
Strategic alignment: IT focus on business and IT plans.
Value delivery: is the value of the IT delivery.
Resource management: is an optimal investment of critical IT resources for
people and infrastructure.
Risk Management: is a clear understanding for risk taking.
Performance measurement: is a strategy of project that use the process of
performance.
[r7, p 25]
11 Essential Control for IT service security are defined by Alfantookh that is called by
11EC. These basic aspects of IT security must be implement by organizations depend on
which big five ISMS standard are used for their IT security model implementation. [r7, p
25]
These 11EC are:
1. Information security policy:
That is an organization strategy method to information security. [r7, p 25]
2. Communication and Operation Management:
In order to decreasing risk and ensuring of correct computing such as operational
functions, controls and well-defined responsibility, organizations need to have a
policy of security that is defined by them. [r7, p25 and p26]
3. Access control:
Determine and limit which of personnel’s of an organization can have access to a
specified area and resource of information in physical facility or computer based
information system.
[r7, p26]
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2. Control processes:
2-1.Configuration management:
Configuration management (CM) is a systems engineering process for establishing and
maintaining consistency of a product's performance, functional and physical attributes
with its requirements, design and operational information throughout its life. The CM
process is widely used by military engineering organizations to manage complex systems,
such as weapon systems, vehicles, and information systems. Outside the military, the CM
process is also used with IT service management as defined by ITIL, resp. ISO/IEC
20000, and with other domain models in the civil engineering and other industrial
engineering segments such as roads, bridges, canals, dams, and buildings. Another study
deal with supporting distributed collaboration in IT service management. As the fact
practice for IT service management (ITSM) Telecommunications agency (CCTA) with
the matching of UK government in the middle of 1980s is a set of service management in
the world. The next main point in collaboration for ITSM is the expanding the
management process and assessing better performance. The best of our knowledge can be
performed to study of existing processes in order to support distributed collaborative by
focusing on distribution of task, which is aim of this paper to show how management
process work. [r8, p243]
In this part we try to know four operation modes of ITSM:
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with the restoration of the service for the service user. Problem management by contrast
deals with the identification and elimination of root causes in the case of major or repeat
disruptions and therefore ensures a permanent and stable service infrastructure.
4-1.Incident management:
The aim of incident management is to restore the agreed service for the business and
respond to service enquiries as quickly as possible. In order to fulfill the specification
requirements it is necessary to ensure that the incident management is designed as a
reactive and proactive process that responds to error messages. The process must focus
on the restoration of the IT service concerned and consciously not deal with the
identification of the root cause. The incident process (incidents and service requests)
comprises receiving calls, recording, prioritization, taking account of security provisions
as well as following up on the incident processing status. It should also govern the
agreement on fault processing with the customer as well as any escalation procedures. All
incidents must be recorded in such a way as to enable the relevant information to rectify
the error to be ascertained and analyzed.
Introducing a five step method to tune your ITSM processes is the next step of our ITSM
research studies. Recently founded close to 80% of IT service rejections are the process
of failures (about 70%) because the lack of employee skill (10%). Just 20 % of IT service
failures are because of technology such as weak performing of software. [r11, p156]
In this paper we define Dynamic Network Analysis (DNA) with an analytical modeling
technique for better match of employee we needed knowledge, then providing
background information. [r11, p156]
The background information technology service management deal with customers’
perspective of ICT’s contribution to the business rather than technology approach. It is
employed as implementation and management of quality of services that needs business.
[r11, p156]
ISO 20000, the international standard measure ITSM within an organization with
following standard:
1) All service management roles and relationships should be keeping together.
2) Staff competences and training should be reviewed.
3) Top management should be ensured that employees are aware about importance
and relevance of their activities.
[r11, p157]
Methods processing tuning aspect of ITSM is Business Process Modeling (BPM) which
is focus approach for designing document, analyses and tune processes. The aim of
Dynamic Network Analyses address social and organizational challenges and is used
Social Network Analysis (SNA) with goal of using graphs or matrices. SNA is very
powerful for individuals and organizations which focus on networking. [r11, p157]
There are five step method to tune your ITSM processes:
1) Define the process:
For reach the goals of this paper use the descriptive ITIL Incident Management
process. Managing the life cycle of all incidents is a duty of Incident
management process. Rapid returning of ITSM from out of service to ready of
service for subscribers is primary purpose of Incident Management. We have
three critical success factor for the process (1) maintaining IT service quality (2)
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keeping customers satisfaction and (3) resolving incidents event within the
service establishment time. The incident management consist of Incident
identification, Incident logging, Incident categorization, Incident prioritization,
incident diagnosis, Incident escalation (functional escalation, hierarchic
escalation), Investigate and diagnosis, Resolution and recovery, and also
Incident closure. [r11, p (160, 161)]
2) Define the Incident Management Process Roles:
Most common roles for incident management process are: Incident
Management Process Owner, incident Manager, First Line Support
Second Line Support Manager, Second Line Support, Customers, Users and
also third Line Support. [r11, p161]
3) Build a DNA model of process:
It is output of step1 and step2.
4) Analyze the DNA Model:
The importance of this part is output measures from our DNA model which is
relationship between person and roles. So the knowledge role matrices develops
information to answer the question.
[r11, p (161,162)]
5) Suggest improvements to the process:
The results of DNA provide information for management activities to the ITSM
process. [r11, p165]
4-2.Problem management:
The aim of problem management is to minimize the disruption to and impact on the
business by proactively identifying and analyzing the root causes of service incidents and
by managing problems until these are rectified. Problem management must identify the
root causes of the incidents on a reactive basis and proactively prevent incidents
reoccurring. Problems are to be classified as known errors as soon as the root cause of the
incident is known and a solution method for avoiding such incidents has been found. For
incident management to receive an optimum supply of information, all known errors and
IT services affected must be documented and the associated configuration items
identified. Known errors should only be closed once a definitive, successful solution has
been found. Once the root cause has been identified and a decision reached on the
solution, this solution must be dealt with by the change management process. Information
on the progress, potential workarounds or permanent solutions must be sent to all parties
involved. Problem Management is not specified as a Systems Engineering (SE)
regularity. Definition of customer requirements and needed functionality early in
development cycle, documenting needs, and advancing of design synthesis and system
validation while intending the complete problem are focused in SE process. [r12, p275]
The purpose of this paper is to fill the gap in SE process to have a robust problem
management process is in place at the starting of a project’s life cycle. There are two
types of problems: anticipated problems and unplanned events. Anticipated problems are
com off risks which have a 100 % probability of occurring. Unplanned events (sometimes
called issues, non-conformances or anomalies) are unknown or unpredicted problems.
There is no standard to define an approach of problem management or problem
categorization, so in this paper we proposes a Problem Management System Engineering
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achieve the project off the design board into the production and life cycle
phases. [r12, p282]
Programmatic problem:
This type of problem by people that have project control and events are
intended and entered into the project risk management programing during the
concept development step of project life cycle. [r12, p282]
In figure 4-2-2, we have shown all steps of the problem management process that are:
Problem planning:
In this step we have tried to confirm and or specify tasks, budget, and needed
resources to establish a problem management process, Planning shall intent
problem management an important tool among the SE and program management
process. [r12, p283]
Problem identification:
The activity that test each component of the project to specify problems is
problem identification. Their related root causes, start their documentation and
locate the step for successful problem resolution.
[r12, p283]
Problem Analysis and Assessment:
Problem analysis and assessment have two process step. Problem analysis
consists analyzing the problem and distinguishing the cause and what proactive
phases are needed to correct the problem. Problem assessment obtains the analysis
and values the result and timeliness in a standard context with all of the other
problems the project is currently dealing with.
[r12, p283]
Problem Handling:
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After problem is identified and evaluated and also full understood, a project
management decision requires to be made on the way to resolve the problem
indeed we need a strategy and method for resolve the problem, this stage of
problem solving known problem handling. Problem handling evolved problem
acceptance, problem avoidance, and problem transference and problem resolution.
[r12, p284]
Problem Monitoring:
This is an activity that examine continues process to systematically track and
value the performance of problem resolution actions.
Problem closure:
Problem in below cases are closed:
Target value is provide to resolution plan.
It no longer exists.
There is no longer cost impact to manage.
The project accepts the problem with no solution
The project is cancelled.
[r12, p285]
Problem knowledge management is a basically SE requirement. All project document and
records must be seized by project knowledge management process through all steps of
the project life cycle as section of the project information management process.
5. Relationship process:
The relationship processes describe the two aspects of business relationship management
and supplier management. This context focuses to the role of the service provider which
is logically positioned between customer and supplier.
5-1.Business relationship management:
The business relationship management help to understand customers by companies and
finally is led to good relationship between service provider and customer. [ITIL official
website]
Now are going to get the information from a journal about the critical success factors of
business process management.
There has been argued for 40 years about the issue of fitting between organization and
strategy, structure, process, technology for their construction and research. One of the
challenges is business process management (BPM). BPM is employed for the goal of the
paper to analyze and improve activities such as manufacturing, marketing,
communications and other factors of company’s operations. [r13, p125]
Although investment in the area majority of reports almost 60-80% of BPM primary
having been unsuccessful. Identifying CSFs for BPM case specific companies operating
in one country or one industry can be operating in other countries is rarely configured. So
IT investments are usually both the enable and facilitator of changes in BPM projects.
[r13, p126]
The theoretical background in this paper tried to develop a new theory in the existing
field of BPM indeed misunderstanding of BPM often causes social problem that often
cited reasons for BPM Failure. So BPM and its CSFs can be explained with three
theories:
1) Contingency theory.
2) Dynamic capabilities DCS theory.
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3) Task-technology theory.
[r13, p (127,128)]
Protocol was prepared consisting of research questions, methods for data collection and
analysis guidelines. So all interviews, provided business process models and the results
were noted in a case study database. The process were performed between two groups on
the differences of business process and all models were analyzed in cooperation with
bank employee between middle and senior management by external consultant. [r13,
p128]
CSFs based on contingency theory:
1) Strategic alignment: for long term success and develop performance BPM should
be linked to organizational strategy.
2) Level of IT investment: it should be contingent on company’s strategy.
3) Performance measurement: it is for achieving sustainable improvement and new
process should be measured for time, cost, productivity, quality and capital.
4) Level of employee’s specialization: it is important for contingent variable which
is between specialist and generalist employees for joining the activities in each
process.
[r13, p129]
5-2.Supplier management:
Supplier management can be challenges and rewards for organizations. Evaluating a
supply base using a compound approach of discrete choice analysis (DCA) and total cost
of ownership (TCO) can support a company distinguish needful features needed to reduce
the pressure caused by doing business with weakness managed companies. During the
1980s and 1990s, companies understand that their utility would be raised if they have
managed relationship between companies’ information and material flow across
enterprise border. Continued rapid growth supply chain and global economic and also
more complexity supply chain management led to companies not only focused on price
paid for raw materials but they also had to focus on order placement, research and
qualification of suppliers, transportation, receiving, inspection, rejection, replacement,
rework, downtime caused by failure and disposal cost. The pinnacle of all these factors
has led many making companies to centralize their tries on making long-term, more
meaningful relationship with suppliers that profit their firms’ strategy. [r14, p127]
DCA can used to evaluate the relevant weights for price, quality, delivery, flexibility, as
well as many other value-added features though important by departmental management.
When the analysis is completed, we weighted important variable in relate of importance
and finally we totaled them up to 100 percent. [r14, p128]
Today’s fast stepped environment companies are trading with more and more suppliers
that are able to engage them the right product, at the right price, with the right quantity, at
the right place the right time. The top row of supplier taxonomy called Strategic
Suppliers. The second row of supplier taxonomy called preferred suppliers and the final
row of supplier classification called Approved Suppliers. [r14, p129]
By past the time most large making companies begin their lean travel they already may
be buying from thousands of suppliers (supplier a consolidation). Supplier consolidation
is a common rout to ensure the proper coordination and effective supplier management.
To capitalize on the profit of supplier consolidation by approximating and reducing the
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risks, many firms are utilizing a strategy of dual sourcing because in single sourcing was
seen as too risky, so a dual sourcing technique was used. [r14, p129]
After consolidating, making companies must expand and training systems within their
sourcing and buying departments that tier themselves with the company’s purposes to
ensure future success. One such exercise is making a scorecard system for all current
suppliers. The name of this implication reflects a goal to hold score of a collection of
items that help to maintain a balance between short-term and long-term intents: between
financial and non-financial measures, between internal and external performance lagged
and leaded indexes perspectives. [r14, p130]
The main form of strategy has been shown in table 5-2-1 that make clear the action: [r14,
p131]
As supply chains have become more global, and affirmation has been put on becoming
thinner, companies have started to intend the TCO related with their products. Costs such
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as administration, transportation, and product failure now be factored into the cost of
working in relation with the supplier.
[r14, p137]
Conclusion
In this literature review I have tried to express briefly the resultant and significant of
Information technology management process of strategy roles. Implementation of this
processes in Information Technology as a competitive advantage led to training and
glowering that cause satisfaction to employees and subscribers in an organization.
All frameworks that specified for IT management (as called Best Practice) they just
addressed the first step in IT as a process of an organization but in order to implicate
these frameworks it’s essential that IT managers to have capability to customize them.
Thus requirements of an organization are so beyond and complicated then what exist in a
frame which prepared previously. So to be professional in selection one of the framework
or mixed of them. It is also to customize frameworks for an organization prove the extend
of scale of personal ability of the management position IT department.
References
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[11] Stuart D. Galup & Ronald Dattero (2010) a Five-Step Method to Tune Your ITSM
Processes, information Systems Management, 27:2, 156-167, OI: 10.1080/10580531003685220
[12] Bill A. Olson, Thomas A. Mazzuchi, Shahram Sarkani, and Kevin Forsberg - 2012 in
Wiley OnlineLibrary – “Problem Management Process, Filling the Gap in the Systems
Engineering Processes between the Risk and Opportunity Processes”
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