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ITIL Processes and Verification for improvement

Discuss About The ITILl Processes Verification For Improvement.

Zurich is the insurance company which has a strong network in different subsidiaries location such as Asia pacific, North America, Latin America, and others. The Zurich is a big organization which has a working staff of 60,000 employees and having customer association with 170 countries. The major operations of the company are carried out in Germany, Switzerland, Spain, UK, Russia, and others. The Zurich business operations are performed on the common platform for enabling quality of services to customers, decision support for centre of excellence, direct branding of sales, and other. The organization is looking forward to transform their working tactics with the inclusion of support services, inclusion of the helpdesk, and outsourcing of the IT services. ITIL services of the organization should be boosted and optimize IT services delivery model. The enterprise makes use of Pink Elephant evaluation report for finding the improvement and scope transformation plan to analyse the working of the service improvement planned processes. In this paper we are looking forward to implement ITIL processes and verification of the associated processes,  selection of the processes and management of the key performance indicators, analysis of the current situation of the firm, requirement of the improvement processes, and others.

Outsourcing Planned activities and change management: The outsourcing of the planned activities to the third party for completing the task with efficiency (Meziani and Saleh, 2010). The processes can be verified by checking its efficiency by deploying to the third party to analyse its capabilities in the real world. The process can be verified as demand is raised by the head of service management. The innovation in providing financial services through the effective communication platform of e-business helps in improving the profitability of the Zurich enterprise. The head of service management wants to deploy the processes to the third party for checking the efficiency in the real world. The viewpoint of the maturity process can be analysed by deploying ITIL best practices. The changes are required in the ITIL process according to the gaps in the analysis report of Pink elephant analysis.

Problem Management and availability: The problem management can be analysed by initializing the capability maturity model. The Pink scan analyst deploys the capability maturity model for preparing the report of problems and challenges in the working process of the Zurich enterprise. The availability of the information can be measured with the deployment of capability maturity model for balancing the flow of information between customers and organization (Sharifi, Ayat, Ibrahim, and Sahibuddin, 2014). The capability maturity model focuses on initialization of the problem, awareness of the problematic situation and challenges in the processes, controlling the process structure, integration of the processes, and optimization of the ITIL processes.

Selected ITIL processes and Key Performance Indicators

Service level Assessment and configuration Management: The configuration management can be effectively managed by signing the service level agreement. The Pink elephant analyst arranges an interview with the personnel for analysing the requirement of the configuration management plan. The service outlooks help in understanding the organization culture for initializing the required changes in the ITIL process.

The productivity of the working employees can be increased by deploying the key performance indicator for analysing the actual performance in the service continuity program, change management, availability of financial services, and configuration management.

Process 1: Outsourcing Planned activities and change management:

The ITIL process is the best practice to use for managing the information technology service management program for taking appropriate decision in providing activities for completing the tasks and required activities. The ITILI process helps in bridging the gap which exist in the management of resources among the participating unit for completing their tasks. The delivery of the services and product can be effectively done with the outsourcing of processes to the third party. The inclusion of the ITSM processes helps in managing the changes required in the organization according to the inclusion of outsourcing programs. The service catalogue should be provided to the customers for building trust and confidence in the working efficiency of the enterprise. The following table shows the key performance indicators which are deployed for analysing the changes in the ITIL process for initializing the required change management for increasing the efficiency of the Zurich insurance company.

Key Performance Indicators in the change Management

Description

Major changes required in the ITIL process

Setting priority of the action plan, pursue of the required changes in the business process

Number of meetings organized with the head of service management

Meetings should be organized with the head of service management twice

Average time required for approval and rejection of the change

1 day is the average  time required for approval and rejection of the change

Rate of change successfully accepted

Number of accepted proposal divided by number of rejected proposal

Inclusion of emergency required changes

The top executives should highlight the emergency changes required in the working structure of the company

Process 2: Problem Management and availability of information

The ITIL process helps in finding the root cause of the problem occurrence in the working program of the enterprise. The information technology infrastructure library process develops a series of incidents associated with the problem analysed to predict the root cause of it. The continuous improvement program should be indulged for finding the gaps and problems in the business operation. The availability of the information helps in analysing the success of development of service design, initialization of the service transition, and setting objectives for service operations. The recognition of the problem and its associated root cause can be effectively done by focusing in the areas of incident management, supplier management program, service level agreement, service catalogue construction and management, availability of information management, configuration management system, release and deployment of management system, testing and validation rules of services, knowledge management program, change management, and event management. ITIL problem management process is comprised of various sub-processes which are described in the table below which are undertaken by the Zurich organization for initializing their problem domain.

Sub-processes of the Problem management ITIL system

Description

Problem identification

The problem should be proactively identified for improving the parameters for taking effective decision in resolving the issues associated with the business processes

Setting priority to the problem identified

The setting of priority helps in proper management of the problem domain to take corrective action plan

Analysis of the problem and its countermeasures

It helps in identifying the root cause of the problem domain and develops a strategy for resolving the issues and area of concern

Error control policies

The policies framework should be designed for minimizing the occurrence of error in the business operational program

Evaluation of the problem statement

It helps in ensuring the minimization of the errors in the business process

Reviewing of the problem domain

The reviewing of the problem domain helps in elimination of the problems and errors from the system.

Report generation of problem domain

It generates the reports for future reference

The following table shows the key performance indicators which are deployed for analysing the problem management and availability of information in the ITIL process for increasing the efficiency of the Zurich insurance company.

Key Performance Indicators in the problem management and availability of information

Description

Availability of the financial services of the insurance company

The customers should be provided with the effective required financial services on demand

Number of times interruption occurred in the deployed facilities and services

The interruption occurred in the services can decreases the level of confidence and satisfaction of the customers

Duration of time for which the interruption occurred

It is the average time required for the occurrence of the interruption

Monitoring of available services and information

The availability of the financial services of the organization should be monitored

Measuring the efficiency of the services and information

The objective of the available insurance facility should be measured periodically

No. of problems and challenges in the insurance services

The problems occurred in managing communication with the customers

Time Required for problem resolution

The average time required for solving the problems

Occurrence of unresolved problems

The root cause of the problems and challenges should be initialized

Number of incidents associated with the problems

Work efforts of the employees to resolve the challenges and problems which occurred in providing financial services

Time required for identifying the occurrence of problems

Time required for identifying the occurrence of problems is the occurrence of the incidents and analysis of the root cause

 

The ITIL configuration process helps in maintaining the verification of the asset availability in the completing the process. The configuration management database keeps the record of ensuring scope definition, identification of the configuration resources, and collection of required information. The ITIL configuration management process helps in boosting the process of data collection, asset management, information retrieval, and others. The configuration management and service level assessment ITIL process is composed of five sub-processes which are classified as planning, identification, controlling, monitoring and verification. The planning process focuses on division of roles and responsibilities, scheduling of activities, management of required assets and resources, for completing the required task. The identification process indulges the activities related to measuring the efficiency of required hardware and software of business process. The controlling process covers the area of removing, adding, deleting, and modifying the required processes appropriate for the configuration management and service level asset management for completing the assigned tasks. The process of monitoring keeps the records of repairing and testing procedures. The verification and validation process helps in providing authorised accessing of information to the third party.  The following table shows the key performance indicators which are deployed for analysing the service level assessment and configuration management in the ITIL process for increasing the efficiency of the Zurich insurance company.

Key Performance Indicators in the Service level assessment and configuration management

Description

Initialization of continuity agreement signed with the outsourcing organization for business processes

Signing of the service level agreement with the outsourcing organization for managing continuity of the business processes

Analysis of the gaps in the business processes

Signing agreement with the Pink elephant company for analysing the gaps in the business processes

Analysis of the implementation plan

Duration of time required for implementing the undertaken plan

Number of shortcomings of the business process

Analysis of the shortcomings and challenges associated with the business process

Deployment of the preventive measures

Planning of security plans for overcoming the problems of data leakages with the confidential information stored for hiring financial services

Analysis of the security test

Analysis of the security test for data leakages and prevention control

Signing agreement with the customers

Signing policies with the customers to keep their data confidential

It has been analysed that with the deployment of ITIL service processes in the Zurich organization, the improvement can be assessed in the assessment report of the PinkScan. The analysis report of the PinkSCAN shows the quality of service provided to the customers are improved and optimized to a much higher level. In the period of just 18 months, the score of the capability mature model raises high. The consistency can be achieved in the deployed KPIs. The positive comments retrieved from the customers helps in measuring the efficiency of the ITIL processes (Gerke, Petruch, Tamm, 2014). The efficiency of the system can be improved with the integration of ITIL with the Information technology service management processes. It can be evaluated that the deployment of ITIL process is the successful change management plan for increasing the efficiency of the organization by providing effective financial services to the customers according to the requirement which results into increase in sale of the business and turnover of the company.

The Zurich organization is looking forward for the improvement plan to transform the current services with the ITIL processes. It want to achieve competitive advantage in the global market by deploying the high quality financial services and productivity by satisfying the requirement of the customers (Iden and Eikerbrokk, 2014). The deployment of PinkSCAN of the business process helps in initializing the gaps in the working process of the enterprise such as inefficiency in the demand management of the customers, inclusion of new and upgraded financial services, inefficiency in the incident management plan, and analysing the problem domain of the enterprise, and many others (Salovaara, 2014). The deployment of the new ITIL service model focuses on the following areas which are illustrated in the table below:

Service Strategy for Zurich Organization

Designing of the service portfolio

Transition in the service model

Operational service plan

Continuity service improvement plan

Identifying the gaps in the demand management

Identifying the catalogue of the financial services provided to the customers

Deployment of knowledge management model

Focuses on incident management plan

Measuring efficiency of the financial services

Identifying gaps in the financial services

Development of the financial service management plan

Inclusion of required changes

Problem resolution

Reporting of deployed financial services

Creation of strategic plan

Initialization of the capacity management

Configuration and asset management plan

Event management

Improvement in the service provided

Development of the portfolio management plan

Availability of financial services

Deployment and release of financial services

Satisfying the customer requirement

Management of IT services

Security to the financial premises of the customers

Planning of security architecture

Operational management plan

Developing effective relationship with internal and external partners

Service level agreement for continuity of Zurich business process on outsourcing business organization

Evaluation of the test Plan

Financial Service management plan

Coordination in the designing components

Development of required changes in the infrastructure of the Zurich organization

Operational plan associated with problem management

Development of catalogue of services

Policies for configuration management program

Operational plan associated with request management

Initialization of capacity management

Policies for service level asset management program

Operational plan associated with asset management

Initialization of continuity service management program

Verification and validation of the testing procedures

Operational plan associated with Service desk management

Development of Information technology security management system

Operational plan associated with technology and application management management

The analysis of the Zurich working structure helps in identifying the best suitable ITIL business process for the organization. According to the requirement of the changes required in the organization for improvement, the deployment of Sapphire IMS is the best suitable ITIL service life cycle model for increasing the working capability of the Zurich enterprise to gain competitive advantage (Iden and Eikerbrokk, 2012). The implementation of the Sapphire IMS helps in providing customer to customer financial services. The deployment of the Sapphire IMS helps in improving the performance of the organization in the following areas:

  • Asset Management life cycle ITIL processes
  • Management of system integration
  • Managing availability of network support
  • Enhancing capacity planning for the organization
  • Initialization of centralization in the service desk management system
  • Deployment of Plug in framework for monitoring of the application
  • Monitoring of satisfaction level of the customers with the financial services provided by the organization
  • Management of the service level agreement with the outsourcing party for initialization of business continuity processes (Lubambo, 2014)
  • Proactive action plan for fault tolerance

The following diagram shows the working of Sapphire IMS for improving the work processes of the Zurich enterprise for gaining competitive advantage and increasing turnover of the organization.

With the implementation of Sapphire IMS, the Zurich organization effectively carries over their tasks and services. The Sapphire IMS helps in tracking performance of 60,000 employees and working of the enterprise in 124 countries. The organization is capable of attracting customer from the global market of 170 countries. The Zurich insurance company can effectively keep record of asset management, inventory management, and financial services. The monitoring of the malicious attack can effectively handle for knowing the point of data leakages (Mandal, 2014). The ITIL life cycle operation helps in managing service desk for sharing of financial services with the customers. The Zurich organization can effectively control all the branches of the enterprise located in Asia pacific, North America, Latin America, and others (Spremic, Zmirak, and Kraljevic, 2014). The business continuity process can be effectively scheduled with the SLA agreement with Sapphire IMS. The catalogue of financial services can be effectively managed for monitoring the escalation and notification of organisation (Asad, and Ahmed, 2015). This Sapphire IMS is capable of performing the following activities effectively:

  • Organization of asset management
  • Effective organization of the incident management
  • Effecitve Organization of the change management
  • Effective organization of claim management
  • Effective organization of reimbursement system (Dirr and Gleison, 2014)
  • Effective organization of service catalogue
  • Validation of business process and associate policy framework
  • Service Level agreement with the business continuity process
  • Standard parameters for critical allocation of financial services

The Zurich organization focuses on the management of Service strategy, service design, service transition, service operation, and continual service management program for measuring the efficiency of the ITIL operational program. The recognition of the problem and its associated root cause can be effectively done by focusing in the areas of incident management, supplier management program, service level agreement, service catalogue construction and management, availability of information management, configuration management system, release and deployment of management system, testing and validation rules of services, knowledge management program, change management, and event management. The following table shows the operational program and activities which are undertaken by the Sapphire IMS program installed for improving the ITIL process and service management program of Zurich organization.

Asset Management

Inventory and compliance management

Automation in the system

Monitoring of the business services

ITSM service Desk

Modeling of the Dynamic asset programming

Collection of required data

Patching of the application

Monitoring of the business function

Incident management program

Development of the asset life cycle program

Arrangement of required hardware and software

Tasks required for system administration

Development of network monitoring system

Problem Management

Development of contracts and service level agreement

Development of policy framework for software management

Remote control procedures

Fault identification and management program

Configuration management

Required changes in the organization infrastructure

Event log and system log program

Service request management

Change management

The analysis of the case study implies that the process improvement is equivalent to the service improvement associated with the organization working criteria. The Pink Elephant Scan focuses on the fact that the initialization of e-business tactics helps in increasing the sale of the business organization. It shows that the innovation in the online software platform helps in providing effective financial services to the customers from the global world (Jantti, and Steel, 2014). The sale of the business through e-commerce website helps in increasing the number of customers association from 170 countries.

European centre of excellence is trying hard to manage its position as an enabler of value processes. The major challenge which he faces is to divide the processes for outsourcing program to the third party. The focus should be given on optimizing the business processes according to the requirement of the customers and boosting of the processes associated with the ITIL service model (Esteves, and Alves, 2013)

It can be seen that the process improvement is not equivalent to the service improvement. The program emphasised for service improvement is more than the process improvement program. The innovation in the business process is the path or the direction for fetching the improvement in the business processes.

Process Improvement: The improvement of the business process helps in developing the project according to the requirement of the organization. The interchanging of the activities is used for increasing the efficiency of providing financial services to the customers. The quality of financial services is provided to the customers.

Service Improvement: The innovation in providing financial services through the effective communication platform of e-business helps in improving the profitability of the Zurich enterprise. The deployment of new processes and policies helps in defining improvement in the ITIL service model (Talla and Valverde, 2013). The goal of the organization can be effective achieved by managing the balance between the resources, responsibilities of the team members, and accountability of the business plan. The development of the process improvement helps in achieving service improvement through the alignment of operational plan.

The service improvement is more than the process improvement because the customers only look forward to get effective financial services as their expected requirement. They did not emphasis on the process undertaken by the company to deploy effective financial services. The final outcome is the major concern because it helps in satisfying the requirement of the customers and hence increasing strong bonding between the customers and organization which in turn raises the profitability of the enterprise (Bernsten, 2017). The outcome of drawing priority model for the undertaken processes helps in developing effective service model for the Zurich organization which helps in gaining advantage over the competitors in the global market. The real value of the organization can be effectively improved by satisfying the customer requirement and managing flow of information between various units of the organization. The management of activities helps in increasing the productivity and profitability of the organization. The association of the global customers helps in increasing the return on investment and turnover of the Zurich organization by deploying centralized control of process. The COE of the company can take effective decision and standardization of the business process by indulging new ITIL service model.

It is recommended for the Zurich organization to improve their working structure by deploying the Sapphire IMS because it helps in keeping track of the asset management of the organization, inventory management, security procedures for securing the premises from the attack of malicious attack, providing service desk for providing response to the request raised by the customers and staff member, incident management program, and resolution to the problems associated with the operational plan of the enterprise (Marrone and Kolbe, 2011). The productivity of the working employees can be increased by deploying the key performance indicator for analysing the actual performance in the service continuity program, change management, availability of financial services, and configuration management. The monitoring and control policy framework helps in effective management of the ITIL services and processes associated with the incident management program, changes required in the enterprise, problem management, on-time availability of financial resources, configuration management program, continuity of business process for service level agreement, selection of effective IT process, and others. The ITIL life cycle operation helps in managing service desk for sharing of financial services with the customers.

Conclusion

IT can be concluded that the Pink Scan analysis of the Zurich organization helps in analysing the gaps in the current working structure of the ITIL process. It opens new path for improvement in providing effective financial services to the organization. The complexity of the organization can be reduced by deploying the online marketing platform which helps in gaining advantage over the competitors. The capability maturity model helps in analysing the processes which requires improvement for providing effective financial services to the customers. The report of pink scanning analysis helps in setting priorities to the process which are undertaken for improvement. The new targets can be drawn by undertaking the analysis report set by the Pink scan analyst. The Pink Elephant Scan focuses on the fact that the initialization of e-business tactics helps in increasing the sale of the business organization. It shows that the innovation in the online software platform helps in providing effective financial services to the customers from the global world. The deployment of Sapphire IMS is the best suitable ITIL service life cycle model for increasing the working capability of the Zurich enterprise to gain competitive advantage. The positive comments retrieved from the customers helps in measuring the efficiency of the ITIL processes.

References

Assad, M., and Ahmed, M. (2015). Guidelines for ITIL implementation. 1st ed. [ebook]. Available at: https://www.diva-portal.org/smash/get/diva2:889387/FULLTEXT01.pdf [Accessed 08 May. 2018].

Bernsten, K. (2017). The use of ITIL and its effect on organization culture. 1st ed. [ebook]. Available at: https://brage.bibsys.no/xmlui/bitstream/handle/11250/2448846/17-00898-3%20Masteravhandling%20-%20Kristina%20Rakneberg%20Berntsen%20302274_1_1.pdf?sequence=1 [Accessed 08 May. 2018].

Dirr, T., and Gleison, S. (2014). Improvement of IT services processes: A study of critical successes factors. 1st ed. [ebook]. Available at: https://link.springer.com/article/10.1186/2195-1721-2-4 [Accessed 08 May. 2018].

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Gerke, K., Petruch, K., Tamm, G. (2014). Optimization of service delivery through continual improvement. 1st ed. [ebook]. Available at: https://pdfs.semanticscholar.org/cac3/2327b4f7851f670db0f914e39c2968177fa7.pdf [Accessed 08 May. 2018].

Iden, J. and Eikerbrokk, T. (2012). ITIL implementation: The role of ITIL software and project quality. 1st ed. [ebook]. Available at: https://www.researchgate.net/publication/255725182_ITIL_implementation_The_Role_of_ITIL_software_and_project_quality [Accessed 08 May. 2018].

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Spremic, M., Zmirak, Z., and Kraljevic, K. (2014). IT and business process performance management: Case study. 1st ed. [ebook]. Available at: https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.464.78&rep=rep1&type=pdf [Accessed 08 May. 2018].

Talla, M, and Valverde, R. (2013). An implementation of ITIL guidelines for IT support process in a service Organization. International journal of information and electronics engineering, 3(3). Available at: https://pdfs.semanticscholar.org/9cce/9f263a49962dd90a93c10dd08dad020688a6.pdf [Accessed 08 May. 2018].

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