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Top1. Introduction And Background
Over the past two decades, ITSM frameworks provided a more systematic approach to IT service management in the areas of IT operations for continuous improvement, implementation and design (Marrone, Gacenga, Cater-Steel, & Kolbe, 2014). Various studies focused on the adoption of IT Service Management (ITSM) as a “specific service-oriented best practice.” According to (Winniford, Conger, & Erickson-Harris, 2009), approximately about 45% of US corporations are operating an ITSM while 15% are preparing for its usage. IT service management is a quality customer service that tries to ensure that customer needs and expectations are met at all times.
In “ITIL: What It Is and What It Isn't”, (Marquis, 2006) examined the measuring techniques of successful companies when implementing the ITIL-best practices. He describes Service Support, Service Delivery and explains its stress on an ITSM-ITIL best practices that it does not stand alone and it could be successful when applying to other practices. The authors define three major tasks, which define appropriate goal setting through a Process Maturity Framework (PMF), rigorous auditing and reporting through a Quality Management System (QMS) and Project Management and a Continuous Service Improvement Program (CSIP), to support ITIL-usage. Furthermore, he also provided more information about business-aligned IT process and continuous improvement of the tactical and operational components especially those processes that focused on service quality by clients and users. In other work, (Bartolini, Salle, & Trastour, 2006) suggested an IT Management by Business Objectives (MBO) method, which is a special method to ensure business strategic objectives-IT alignment, by defining a new system for decision support in ITSM. It is closely related to the ITIL component in operational level and tactical level of theoretical. In “E-government: ITIL oriented Service Management Case Study”. (van Grembergen & de Haes, 2009) illustrated a set of the best guides and practices (COBIT Framework) for IT management control and assurance of information technology, and categorized them around a logical framework based on 34 IT processes. (Marrone & Kolbe, 2011) studied the benefits of both operational and strategic of IT Service Management. The research outcome indicates that as the implementation of ITIL increased the number of realizing benefits, like the levels of maturity of the Business-IT-Alignment. In his book (Willcocks, 2013), the author proposes different approaches to evaluating practice at strategic levels and during the pre-purchase phase of IS assessment. In their book (Ang, 2014) introduces a comprehensive and new approach to the secular problem of where to place your money in the IT asset management. In recent works (Lowenstein & Slater, 2016). The authors explore the balance of the three fundamental aspects that make up asset management and will focus on how to implement strategies to reduce the total ownership cost.
The concept of agility was first used in the strategic management and industry literature in the 1990s (Meade, L. M., & Rogers, 1997; Vernadat, 1999; Volberda & Rutges, 1999; Yusuf, Sarhadi, & Gunasekaran, 1999). The agility presented and proposed in the literature with the argument that success in volatile industries requires a different set of capabilities than those required for success in stable industries.