Management of IT Services - ITIL Processes and Verification for Improvement

This paper discusses the implementation of ITIL processes and verification of associated processes, selection of processes and management of key performance indicators, analysis of the current situation of the firm, requirement of improvement processes, and others.

Management of IT services

Contents
1. Introduction...................................................................................................................................2
2. Section 1........................................................................................................................................2
ITIL Processes and Verification for improvement.............................................................................2
Selected ITIL processes and Key Performance Indicators.................................................................3
3. Section 2........................................................................................................................................7
Analysis of the current status of the organization..............................................................................7
Requirement of ITIL service Lifecycle..............................................................................................8
Execution ITIL best practices..........................................................................................................10
Examples of Execution of the Service Life cycle............................................................................11
4. Section 3......................................................................................................................................13
Analysis of Process Improvement = Service Improvement.............................................................13
Challenge.........................................................................................................................................13
Arguments.......................................................................................................................................14
5. Recommendation.........................................................................................................................15
6. Conclusion...................................................................................................................................15
7. References...................................................................................................................................16
8. Appendix A:................................................................................................................................18

1. Introduction
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.
2. Section 1
ITIL Processes and Verification for improvement
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.
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.
Selected ITIL processes and Key Performance Indicators
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 Description

Management
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 The objective of the available insurance

information 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
Process 3: Service level Assessment and configuration Management:
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
3. Section 2
Analysis of the current status of the organization
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.
Requirement of ITIL service Lifecycle
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
Inclusion of
required changes
Problem
resolution
Reporting of
deployed
financial

plan 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
Operational plan
associated with
asset

management
program
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
Execution ITIL best practices
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.
Examples of Execution of the Service Life cycle
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
Tasks required
for system
administration
Development of
network
monitoring
Problem
Management

software system
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
4. Section 3
Analysis of Process Improvement = Service Improvement
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.
Challenge
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)
Arguments
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.

5. Recommendation
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.
6. 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.

7. References
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8. Appendix A:
It was a good experience to perform research on the Zurich organization for analysing the
working structure of the enterprise with the incorporation of ITIL process. The research study
was completed within the period of 45 days. The online and offline sources are used for
analysing the effectiveness of ITIL processes deployed for the business operation. I was able
to understand the working of Key performance indicators which are used for measuring the
working capabilities and productivity of the Zurich organization. The interviews and
questionnaire was arranged with the top executives to analyse their views and thought on
using the ITIL processes. The arrangement of effective interview helps in generating feeling
of confidence in me. I was able to improve my communication and observational skills.
During the curriculum of research study I visited number of websites such as
http://www.itinfo.am/eng/information-technology-infrastructure-library-guide/
http://www.bmcsoftware.in/guides/itil-change-management.html
https://wiki.en.it-processmaps.com/index.php/Release_and_Deployment_Management
https://www.trianz.com/technology/infrastructure/itil-process-consulting-services
https://www.trianz.com/technology/infrastructure/itil-process-consulting-services