ITIL Service Management - Case Study On Zurich, An Essay.

Zurich's Need for ITIL Processes

Discuss about the different types of ITIL processes on the case of Zurich.

Zurich has been regarded as a popular insurance group. It has been operating on globally basis across the global network of offices and subsidiaries across Latin America, Asia Pacific, North Americ ofa and many other places. The ITIL or Information Technology Infrastructure Library is a widely accepted approach for IT service management around the world. It has been helping organizations anda  people using IT to understand growth, transformation and business change. The technology has been developed by “UK Cabinet Office” and has turned out to be the effective standard in IT Service Management Service. It has helped organizations around various industries offering services in a cost-effective and quality-driven way. It best practices are been effectively explained under the five core guiding publications. It has been outlining various fundamentals of the principles focusing on different sectors under service management discipline. Further, they have been also underpinning foundations of IEC/ISO 2000 (Bailey 2015). This is the International Service Management Standard as per as organizational compliance and certification has been considered. This has been dynamic and evolving over time reflecting changes in the way in which IT organizations has been working. Ththe is has incorporated various service management ideas and evolving understanding of various abilities needed for delivering the values.

In the case of Zurich the new CoE at Barcelona, has needed to get the speed very fast. Howean ver, it has been clear that after a couple of years of fast growth has resulted in a fragmented service delivery model. Further, there has been a plan for transferring various supporting processes. It has included helpdesks for IT outsourcing partnering CSC has been on horizon. Here, the COE has been maintaining the position as valued business enabler and managing primary outsourcing transition very effectively. Further, it has required developing the ITIL processes to top maturity levels. It has been helpful to optimize performance of processes and then boost the performance of IT delivery. Thus, before concentrating on the planned, developed project, CoE of Zurich has changed to lead ITIL specialists and service managements along with analyzing the present status of the current IT service management processes. Besides, the CoE has planned to utilize the findings of Pink Elephants for informing the scope and direction of the internal service transformation and improvement plans. In the current case study, consultants from Zurich have contributed to analyzing ITIL service developments at the business. The following report is intended to be developed for the CIO of Zurich (Studies and Study, 2018).

ITIL KPIs for Capacity Management

The following report has demonstrated various ITIL processes and KPIs regarding successful implementation at Zurich. The ITIL service lifecycle has been undertaking that requirements and typically executing that as per best ITIL practices. Then the study has discussed a comparative study on process improvements and service improvements. Next the primary understandings are summarized here and further recommendations for Zurich’s service improvements have been presented at last.

Discussion of service improvements, ITIL processes and KPIs:

The given case study has analyzed the process maturity analysis for service improvements at Zurich. Determining proper KPIs has been deciding what has been regarded as the successful project execution. As it is established it has been possible to measure and determined particular indicators. In this way the controller and the process owners of Zurich has been the position assess quality (Ranzatti et al. 2017). This forms the ground-stone for the fine-tuning and optimization of Zurich’s process designs. Selecting proper ITIL KPIs has been depending on various possibilities to measure the indicators. Thus different KPIs and various measurement processes has been a vital output for the system necessities. The proper findings of KPIs have been differing a lot. This has been depending on the Zurich’s naturean  of business (Karan 2017). However, there have been various kinds of typical KPIs that can be used for analyzing ITIL procedures. The following ITIL KPIs are determined that has been complying with ITIL 2011 recommendations.

ITIL processes	Definition	Key Performance Indicators	Discussion
ITIL KPIs Capacity Management	First of all this includes business capacity management. Here the objective is to translate various business necessities for IT infrastructures and services. This has been helpful to assure the future capacities and performances. Service capacity management: This is intended to predict, control and manage capacity and performances of various operational services. It has included initiating of reactive and proactive actions to assure that those capacities and performances have met their agreed targets. The next one is component capacity management. Its objective has been predicting, controlling and managing capacity, utilization and performances of individual IT components and OT resources. The capacity management reporting is the next phase who objective has been to provide service management processes and IT managements with data related to various resource and service performances, utilizations and capacities.	Incidents because of capacity storages	Various amounts of incidents have been happening due to improper component and service capacity.
		Exactness of the capacity forecast	This indicates the derivation various predicted development of the capacity from actual course.
		Capacity adjustments	This has included adjustments in component and service capabilities because of change in demands.
		Different unplanned adjustments of capacities	This has included various adjustments to component or service capacities because different capacity bottlenecks.
		Time of resolution of various capacity storages	This includes the resolution time of the determined capacity bottlenecks.
		Capacity resources	This involves percentage of reserves in capacity at the time of maximum and normal demand.
		Percentage of monitoring the capacity	This includes the percentage of infrastructure and service components within capacity monitoring.
ITIL KPIs Availability Management	Availability of ITIL management has been assuring application systems to remain available. It has meant to ensure everything has been up for using conditions of SLAs and Service Level Agreements. This has been also a part of the framework of ITIL service delivery. In order to do this, the team of availability management has reviewed business process availability requirements. After this, Zurich has been needed to ensure that their contingency plans of cost-effectiveness have been in place. Here, the plans are tested regularly to ensure that necessities of business are met.	Service Availability	This includes availability of IT services related to availability agreed on OLAs and SLAs.
		Amount of service interruptions	This includes various numbers of service interruptions
		Duration of various service interruptions	This includes average duration of the service interruptions
		Availability Monitoring	This includes the percentage of infrastructures and services within the availability monitoring.
		Measuring availability	This includes various amounts of implemented measures with the aim to increase availability.
ITIL KPIs Information security Management	The first phase includes the designing security controls. The objective to develop proper organizational and technical measures for assuring availability, security, integrity and confidentiality  for organizations services, data, information and resources. The next step is testing the security to ensure that every security mechanisms have been subjected to proper testing. The next phase is managing security managements for detecting and fighting intrusions and attacks and minimizing damages that has been incurred through security breaches. The next phase is security review that helps in determining that security procedures and measures have been in line with various risk perceptions. This has been from the business side of Zurich and verifies that the procedures and measures has been tested and maintained daily. In regard to this, some more elements are needed to be understood. These are security, ITSCM and availability schedules. This includes schedule for regular testing of security, continuity and availability mechanisms. It has been measured jointly through information security management, IR Service continuity and availability. Lastly, the correlation and event filtering rules are needed to be understood. This is used for determining whether event has been vital and deciding on proper responses. These things have been used typically by various event monitoring systems. Here some of the rules have been defined at the stage of service design. For example, Zurich can assure that the events have been triggered at the needed service availability has been endangered.	Various numbers of implemented preventive measures	This includes the prevention of security measures that ate implemented to identify security threats.
		Implementation Duration	This includes duration to identify security threat for implementing proper counter measures.
		Number of various security incidents	It has included various kinds of security incidents that are classified through severity category.
		Various major security incidents	This includes identified security cases that are categorized through severity categories.
		Various numbers of security-related service downtimes	It has included security incidents that have caused interruption in services and reduction in availability.
		Number of security tests	It has included various trainings and tests that are needed to be conducted.
		Various identified shortcomings while the security tests go on	It has included shortcomings under security mechanisms that have been identified as the test goes on.

Discussion on an execution of service life-cycles of Zurich:

It is stated by service management department that the initial step towards developing journey has been to know where Zurich has been standing currently. It is needed to be determined what ITIL service lifecycle can utilize the requirement and how this can be executed as the best practices of ITIL. For the current case, Zurich can utilize the following ITIL service lifecycle.

Zurich has always needed to look at various lists of services within their portfolio. The chosen ITIL service lifecycle for Zurich must undergo through various phases. For instance, as Zurich launches new services like Data Service and Voices they need to undergo through SS or Service Strategy. They require considering what the thing has been in reality and how that can be accomplished from the perspective of values (Lema et al. 2015). Next, they need to determine whether they need to move towards SD and Service Designs for the new services. Then they must find what has been going to be looking like. Next, the architectures, processes, measurements, metrics, tools and solutions that is needed to used to manage that are to be found out. Next, they need to go to Service Transitions that has been approved for the changes, releasing and deployment. This also helps in capturing knowledge to transition the new services towards live operations and live environments (Lenz 2018). After this service operation of SO has been needed to support and run that service at that specific point. Zurich can use all these CSI or “Continual service Improvements” around the entire set of phases of lifecycles for helping the continuous improvements monitoring metric measurements and KPIs. This is actually help in understanding that Zurich has possesses mile markets such they understand the perspective of improvements.

ITIL KPIs for Availability Management

Further, Zurich must keep in mind that IT services have been possessing lifecycles like products and processes. Here, the ITIL service managements, service lifecycles has been defined for describing the process regarding how those services have been maintained and initiated (Raflesia, Surendro and Passarella 2017). Here, without those lifecycles, the services have been unable to implement and manage with efficacy and efficiency. Thus, it has been vital in adapting those ITIL principles lifecycles regarding IT services for running effectively. These ITIL lifecycles have been designed under various stages. Here, the stages have been interlinked. The cause behind this is that one can assure that ultimate goals have been keeping in mind every stages of ITIL lifecycles for the services. Further, this interlinked system has been designed for enabling those constant IT services.

Here, all of the steps ate inter-linked to various stages of service stages as decisions are made under the stages. These are needed to be aligned with various strategic objectives of the services. Here, the constant service improvement stages have been enveloping every kinds of stages under the model of ITIL Lifecycle (Eikebrokk and Iden 2016). It indicates that the constant improvement must be done around the lifecycle of the services. Further, the service management has been striving to improve the service processes from service strategies right from the service operation stages that are demonstrated below.

Service Strategy: 

This has been the central part of the ITIL lifecycle as per as the services are considered. For having better service management under service provider organization, Zurich required possessing and constants service strategy. The business strategies and objectives must be kept aligned with long-term vision of Zurich’s service providers (Kneuper 2016). Apart from this, business objectives of Zurich’s IT service providers must support various IT strategies. These plans have been belonging to the initial stage of ITIL Lifecycle of service managements. It has described objectives and guidelines of IT Services aligned to business objectives of Zurich.

Service Design:

This is the second stage of Service Design. Strategies have been generated in every stage that can be turned to action. The processes and services denote the plans and designs that are needed to be deployed to have efficient service management. It has been the creative and productive part of ITIL lifecycle under IT services. At this stage, the service owners have been designing services that can best delight different customers. Further, at this stage, there must be attention to detail and foresight the primary success factors. Thus, it has been vital to know that the proper team gets allocated to deploy those stages of various lifecycles of ITIL services.

ITIL KPIs for Information Security Management

Service Transitions:

Here, the processes, services and stages are designed that are transitioned to various live scenarios. It has been one of the stages that have included developing processes and services that has provided to customers. This has been important to test every possible case that has been arising under those live environments. This has been assuring that there have been no glitches present as the customers begin to use those services. Here, thoroughness is the key in the ITIL lifecycle.

Service Operations:

Next, the fourth stage of the service lifecycle has been service operations. As Zurich changes processes and services towards live scenarios, the processes, services, management and customers are considered at every service operation lifecycle stages (Ravasan, Mohammadi and Hamidi 2018). Here, the service owners have been accountable for performing the service. It must be ensured that the customers get satisfied with the services. The major issues rising must be reported. Here, Zurich to bind to serve every service level agreements with the customers. Hence the service owners must assure that the organizations get complied with those agreements.

Continual Service Improvements:

This one is the last stage and the processes and services must be implemented, designed and planned that must be determined based on the initially targets. Here, better service management has needed progressive controlling and monitoring of various services. Thus, like every other stages of ITIL lifecycles the stage gets linked to various stages of service strategies. Here, Zurich’s KPIs must be in proper place for determining whether service has been running optimally and the service owners has been assuring that the service gets complied to strategic targets linked to specific IT services (Khouja et al. 2018). As the predetermined expectations and targets are been met, the new targets are set and the service management has been aiming to reach those targets. Further, the developments of ongoing services and processes are been done in the scope of the lifecycle stages of continual service developments. Here, at every stage of the lifecycle of ITIL for IT services are been managed properly. Thus Zurich can be resting ensured that their services has been already aligned to the strategies of business. As the ITIL lifecycle goes on, the service solutions are developed as per the various necessities that are set out at the Service Design stages. This has been constant nature of various continual service improvements stages of ITIL lifecycles regarding services (Pillai, Pundir and Ganapathy 2014). This must assure that optimization can be done as per the performance of the service that is needed to be done. Further, there has been guarantees that the services must grow progressively to service becoming more and more profitable on due time.

Utilizing the ITIL Service Lifecycle

It has been vital to be good at what is done. It has been very popular attitude and behavior towards in ITSM or IT Service Managements. Further, there has been range of assessments of products for measuring the maturity of ITIL processes. These have been basically creating idea to compare what have been under Zurich along worth the best written practice frameworks. Further, there has been long range of analysis of products for measuring ITIL procedure maturities (Iden and Eikebrokk 2015). Further, there has been actual danger to focus only on what is needed to be done and trying to improve what is needed to be done. Still, Zurich does the task that has been perfectly optimized for the desires and needs of customers they have been on the wrong path. This has been not only the concern of ITIL. It has been the aspect that is needed to be recognized at daily lives. Here, the equivalent of this under ITIL model to Zurich has been to think only of what is done and how it must be done. This has been for typically look into at the ITSM processes and improve them all. This indicates the maturity level foe every ITIL process and to develop that higher (Müller and de Lichtenberg 2018).

This is where the CPI or continuous process improvement lies. It has been helpful for Zurich. However, it can also be positively wrong. Very often it has not been providing the best business advantage as per as effort and money is expended. This is because it is unable to answer the reason behind. Thus without knowing the cause, Zurich cannot perform genuine service developments. This is because without being clear on the purpose of services and how one can assure to improve that. At many cases one can seek that they have not known to do some things that are been wrong. Hence, more likely, Zurich has discovered processes that has been done better that the needed. Further, there has been the weakest link under the chain of service management (Ciesielska 2017). This is because the chain has been delivering acceptable performances. Hence, there has been no actual benefit to maintain those strong links. This could happen as Zurich have been saving money through telexing their performance levels.

To start the process, there has been many guidance and advice like the training and materials from various ITIL practitioners. However, this has not been a new concept. Zurich needs to make things smarter and prior going to the details, they must ensure that they understand the service context. The service improvement is always right (Marrone et al. 2014). However, they should know the services well. Hence the first step towards the actual enhancements has indicated possessing comprehensive and accurate service challenges. Then they must establish meaningful conversations with customers and users for knowing the way in which they have been using things. Further, they must get the actual truth in stating that the employees have been doing proper tasks. This step has been looking simple. However they actually take real efforts. However this effort is spent for rewarding Zurich must reap.

Moreover, continual service improvement has been always the best practice fpor Zurich to achieve the incremental and large scale developments as per as operational efficiencies, service qualities, business continuity is concerned. It has been assuring that service portfolio move through the aligned business goals. Further, there has been guidance to link the efforts of improvements and results with service strategy, designing, transitions and operation services. This has assimilated the methods, practices, principles of capability improvements, change managements and quality managements.

For Zurich, a closed loop feedback system by PDCA or Plan-Do-Check-Act cycle has been established. From here, various feedbacks from any phase of service lifecycles can be used for identification of development scopes for various other aspects of lifecycles.

The process of continual service improvement has been using methods from quality managements for learning the previous failures and successes. Here, the ITIL CSI lifecycle phase has been aimed towards constant development of the efficiency and effectiveness if IT services and processes. This has been in line with the idea of continual development that is found to be adopted in ISO 20000 (Gill and Mittal 2016). This CSO has constantly been developing efficiency and effectiveness of processes and services. According to ITIL 2011, the main processes that are the part of service improvements are discussed below.

Service review:

It has been reviewing business services and various infrastructure services regularly. Here, the aim of the process has been to develop service quality whenever needed and to recognize more financial ways to deliver services wherever possible.

Process evaluation:

This is intended to examine processes regularly. It has included the identification of areas where the targeted process metrics are never reached. This also includes holding of regular benchmarking, maturity analysis, reviews and audits.

Defining CSI initiatives:

This has been intended to define particular initiatives that have been aimed towards developing of processes and services. It has been by results of process evaluations and service reviews. Here, the outcomes have been internally pursued by the service providers on their behalf and this needs the cooperation of customers (Cruz-Hinojosa and Gutiérrez-de-Mesa 2016).

Controlling CSI initiatives:

This is intended to verify whether the initiates have been progressing as per the plan. This also indicates the introducing of proper measures wherever needed.

Conclusion:

The above report has been helpful to understand the ITIL has been beneficial for Zurich’s staffs. Taking up ITIL has remained a better of deliberate choice instead of being a must-have. This has been encouraging, since it has been suggesting in spite of the prominence of the method. The case of Zurich helps in understanding the ITIL have tendency to adapt various other external standards of practice. Hence, those rejecting ITIL has been likely to reject those different standards also. It must be reminded that in the stage of ITIL’s development, it has been by design a methodology. It has not been the standard to which the organizations have been able to adhere. Zurich has seen unification of the entire IT under one common practice. However, ITIL alone has not been necessarily delivering that. Here, the active participation from various other departments has also been vital. Moreover, ITIL has been adopted exclusively under IT. This has been without any needed accounting for the current business strategies and practices. Moreover, every section at every levels of Zurich’s IT must be preparing for operational and procedural changes. Here, concentrated research of those IT processes has been unavoidable and paramount. This has not been the remedy for every procedural absence.

Understanding ITIL regarding its importance towards people:

Zurich, first and foremost must be clearly articulating the value of ITIL’s business. This must be done by recognizing the business points and priorities. Further, positioning ITIL has been meant to enable and solve them. Thus from there, an executive form and sponsor can be found from the core ITSM team. This is helpful regarding justifying, funding, communicating and driving ITIL adoption.

Zurich should be realistic regarding the present ITSM process maturities and improve that constantly:

Zurich much understand that the common starting points have been changing and incident management along with configuration and change management.

Evaluating technology after the processes, people and goals are addressed:

It must be reminded that possessing proper ITIL has been not the most significant contributor to success, as though by many people.

Planning beyond the technology project:

Zurich must be sure to plan beyond the process and people based change activities along with technology implementation. Here, the common mistake has been a plan for shorter adoption window, than it has been realistic. This is typically driven though installing the technology.

Regularly communicating with the value of ITIL and include the IT and various non-IT stakeholders:

Zurich must assure that the central ITSM executive and a team has possessed the consistent message on multiple implications, plans and value of ITIL. For example, Zurich must be clear about messaging that it has been not the main element for IT service delivery rather than compassing that to the destination.

References:

Al Mourad, M.B. and Hussain, M., 2014. The impact of cloud computing on ITIL service strategy processes. International Journal of Computer and Communication Engineering, 3(5), p.367.

Alimam, M., Bertin, E. and Crespi, N., 2017. ITIL perspective on enterprise social media. International Journal of Information Management, 37(4), pp.317-326.

Asgari, F.H.A., Tabatabaeian, S.H., Taghva, M.R. and Abolhassani, F., 2017. Affecting Factors on ITIL-Based Health IT Service Management (Tehran University of Medical Sciences, Tehran, IR Iran). INTERNATIONAL JOURNAL OF COMPUTER SCIENCE AND NETWORK SECURITY, 17(5), pp.312-319.

Bailey, S.M., 2015. Information technology service management frameworks: A study of it processes and their relationship to the Information Technology Infrastructure Library (ITIL) (Doctoral dissertation, Capella University).

Ciesielska, M., 2017. Implementation of ITIL Service Lifecycle in small and medium-sized enterprises of Polish ICT sector. Information Systems in Management, 6.

Cruz-Hinojosa, N.J. and Gutiérrez-de-Mesa, J.A., 2016. Literature review of the situation research faces in the application of ITIL in Small and Medium Enterprises. Computer Standards & Interfaces, 48, pp.124-138.

Cunha, G.R. and Frogeri, T.F., 2016. BIBLIOMETRIC STUDY OF THE SCIENTIFIC PRODUCTION ON INFORMATION TECHNOLOGY GOVERNANCE. International Journal of Management Science & Technology Information, (21).

de Castro Silva, S.L.F., de Oliveira, S.B., Benac, M.A., Gonçalves, A.A. and Martins, C.H.F., 2018, January. IT Service Management Using COBIT Enablers: The Case of Brazilian National Institute of Cancer. In International Conference on Information Theoretic Security (pp. 20-29). Springer, Cham.

Eikebrokk, T.R. and Iden, J., 2016. Enabling a culture for IT services; the role of the IT infrastructure library. International Journal of Information Technology and Management, 15(1), pp.14-40.

Gill, N.S. and Mittal, P., 2016. A computational hybrid model with two level classification using SVM and neural network for predicting the diabetes disease. Journal of Theoretical and Applied Information Technology, 87(1), pp.1-10.

Herath, P., Prabhashini, J. and Katepearachchi, G.K., 2016. The Impact of Organization Culture on “ITIL Project Implementations” of ITSM in Sri Lanka.

Iden, J. and Eikebrokk, T.R., 2015. The impact of senior management involvement, organisational commitment and group efficacy on ITIL implementation benefits. Information systems and e-business management, 13(3), pp.527-552.

Karan, A., 2017. E-Governance: Project Management Practices through Information Technology Infrastructure Library.

Khouja, M., Rodriguez, I.B., Halima, Y.B. and Moalla, S., 2018. IT Governance in Higher Education Institutions: A Systematic Literature Review. International Journal of Human Capital and Information Technology Professionals (IJHCITP), 9(2), pp.52-67.

Kneuper, R., 2016. Dr. Ralf Kneuper Consulting-Software Quality Management and Process Improvement-Services offered.

Lema, L., Calvo?Manzano, J.A., Colomo?Palacios, R. and Arcilla, M., 2015. ITIL in small to medium?sized enterprises software companies: towards an implementation sequence. Journal of Software: Evolution and Process, 27(8), pp.528-538.

Lenz, R., 2018, January. Speech Acts in Actual Processes: Evaluation of Interfaces and Triggers in ITIL. In Business Process Management Workshops: BPM 2017 International Workshops, Barcelona, Spain, September 10-11, 2017, Revised Papers (Vol. 308, p. 348). Springer.

Mahy, Y., Ouzzif, M. and Bouragba, K., 2016, November. Supporting ITIL processes implementation using business process management systems. In Systems of Collaboration (SysCo), International Conference on (pp. 1-4). IEEE.

Marrone, M., Gacenga, F., Cater-Steel, A. and Kolbe, L., 2014. IT service management: A cross-national study of ITIL adoption. Communications of the association for information systems, 34.

Mohammadi, M.M., Ravasan, A.Z. and Hamidi, H., 2015. Investigating Critical Success Factors in Implementing ITIL Framework: The Case of a Developing Country. International Journal of Standardization Research (IJSR), 13(1), pp.74-91.

Müller, S.D. and de Lichtenberg, C.G., 2018. The culture of ITIL: Values and implementation challenges. Information Systems Management, 35(1), pp.49-61.

Muni, D.P., Roy, S., Chiang, Y.T.Y.J.J.L., Viallet, A.J.M. and Budhiraja, N., 2017, March. Recommending resolutions of ITIL services tickets using Deep Neural Network. In Proceedings of the Fourth ACM IKDD Conferences on Data Sciences (p. 14). ACM.

Pillai, A.K.R., Pundir, A.K. and Ganapathy, L., 2014. Improving information technology infrastructure library service delivery using an integrated lean six sigma framework: A case study in a software application support scenario. Journal of Software Engineering and Applications, 7(06), p.483.

Raflesia, S.P., Surendro, K. and Passarella, R., 2017, August. The user engagement impact along information technology of infrastructure library (ITIL) adoption. In Electrical Engineering and Computer Science (ICECOS), 2017 International Conference on (pp. 184-187). IEEE.

Ranzatti, M.A., Rosini, A.M., da Silva, O.R., Palmisano, A. and Guevara, A.J., 2017. A Quantitative Perspective of the Implementation of Best Practices on ITIL: Information Technology Infrastructure Library in a Brazilian Public Company under People and Processes Overview. INNOVATION AND MANAGEMENT.

Ravasan, A.Z., Mohammadi, M.M. and Hamidi, H., 2018. An Investigation Into the Critical Success Factors of Implementing Information Technology Service Management Frameworks. In Corporate and Global Standardization Initiatives in Contemporary Society (pp. 200-218). IGI Global.

Sailer, A., Mahindru, R., Song, Y. and Wei, X., 2017. Using Machine Learning and Probabilistic Frameworks to Enhance Incident and Problem Management: Automated Ticket Classification and Structuring. In Artificial Intelligence: Concepts, Methodologies, Tools, and Applications (pp. 2975-3012). IGI Global.

Studies, C. and Study, I. (2018). ITIL Service Improvement - Case Study - Pink Elephant EMEA. [online] Pink Elephant United Kingdom. Available at: https://pinkelephant.co.uk/about/case-studies/service-improvement-zurich/ [Accessed 13 May 2018].

Taghva, M.R., Taghavifard, M.T. and Fasihi, F., 2016. Evaluation of IT Service Management Based on ITIL Framework in Banks of Industry and Mine (Service Operation Processes). Asian Journal of Information Technology, 15(2), pp.169-177.

Tavaves, P.F., Sakamoto, L., Silva, G.C., Abe, J.M. and Pimenta, A.P., 2016, September. IT incident management and analysis using non-classical logics. In IFIP International Conference on Advances in Production Management Systems(pp. 20-27). Springer, Cham.

Vinietta, E., Edward, I.Y.M. and Shalannanda, W., 2016, August. Secured communication service strategic planning using itil v3 framework case study: X service. In Wireless and Telematics (ICWT), 2016 2nd International Conference on (pp. 47-50). IEEE.

Wahab, A. and Soomro, T.R., 2015. Implementation of Service Oriented Architecture Using ITIL Best Practices. Journal of Engineering Science and Technology, 10(6), pp.765-770.

WIJAYA, D.R., 2015. PROPOSED IT FINANCIAL MANAGEMENT PROCESS USING ITIL (IT INFRASTRUCTURE LIBRARY) FOR PORT COMPANY IN INDONESIA. Journal of Theoretical & Applied Information Technology, 74(3).