Measuring IT Service Management Performance: A Model Development

Measuring IT Service Management Performance: A Model Development

Francis Gacenga (University of Southern Queensland, Australia), Aileen Cater-Steel (University of Southern Queensland, Australia), Mark Toleman (University of Southern Queensland, Australia) and Wui-Gee Tan (University of Southern Queensland, Australia)
DOI: 10.4018/978-1-4666-0170-3.ch006
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Abstract

Prompted by the realisation that IT is now seen as a service, with a customer focus and process orientation, the authors propose a model to measure IT service management (ITSM) performance. Measuring ITSM performance will enable organisations to demonstrate the benefit from their investment. The model is based on a systematic literature review that progressed from considering the general areas of organisation performance measurement to examining commonly used performance metrics. Although there are a number of studies on ITSM implementation, only a few considered the performance measurement of ITSM. A structured method for the design of the model was adopted through a three-level analysis. A comparison of existing performance measurement frameworks was first made to identify those that are suitable for ITSM and that would facilitate communication between the business and IT function. This was done using appropriate dimensions from past work of various performance measurement researchers. The frameworks were then classified along these dimensions to identify their completeness, eliminate unnecessary dimensions, and identify the natural dimensions for ITSM.
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Background

The growth of the service economy has resulted in service oriented thinking as organisations attempt to increase value delivered to their customers. This shift in service orientation is manifested in IT/IS as information technology service management (ITSM) (Galup, Dattero, Quan, & Conger, 2009). Organisations are faced with the challenge of managing IT as a collection of services delivered to the customer, by administering a complex portfolio of capabilities, resources and offerings. IT/IS organisations can no longer solely focus on the composite technologies and systems but need to manage the resultant IT services. IT services are provided by IT/IS departments internal to the organisation as well as managed by service providers external to the organisation. An example of managed services is observed in cloud computing which has three service models: cloud software as a service, cloud platform as a service and cloud infrastructure as a service (Mell & Grance, 2009).

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