CIS5308 - Zurich Case Study: ITIL and PinkSCAN Assessment Report

This report provides an in-depth analysis of Zurich, a global insurance company, focusing on its IT service management processes and improvements. It discusses the challenges Zurich faced with a fragmented service delivery model and its efforts to evolve the ITIL process to a higher level of maturity. The report highlights the use of Pink Elephant's PinkSCAN assessment to evaluate and improve Zurich's IT processes, including incident management, change management, problem management, and availability management. Key performance indicators (KPIs) for each process are identified and analyzed. Furthermore, the report explores the ITIL service lifecycle, including service strategy, service design, service transition, service operation, and continual service improvement. A case study of Toyota Production System (TPS) is also mentioned. The PinkSCAN assessment helped Zurich improve its process maturity, reduce backlogs, and achieve transformation goals, leading to improved productivity and efficiency.

CIS5308 –Management of IT Services

Letter of Transmittal
May 13, 2018
Professorxxxx
Examiner
Professor and Chair in Human-Centred Technology – School of Management and Enterprise
Subject: Report for assignment 2 of CIS 5308.
Dear Professor xxx:
Hereby, I submit my report for the assessment 2 for subject CIS5308. The assessment report is generated
according to guidelines and design according to marking criteria. The report contains proper analysis of
the organization Zurich. The case study is properly analyzed and studied.
The key point of this assignment was the PinkSCAn assessment analysis of the organization Zurich. The
organization is tested according to the analysis of Pink Elephant consultancy.
I am very thankful for the help which I get from you. I am also grateful to get the external and internal
help provided to complete my assignment.
I am sincerely thankful to my professor. The guidance from my professor help me to complete my
assignment.
Thanks & Regards
Student Name
Uconnect ID
1

Executive Summary
This assessment is about the case study of the organization Zurich. The Zurich is an insurance company
having an office in various countries like North America, Latin America. In this report a brief discussion
will be given for the organization Zurich. The process of the organization which needed improvement
will be discussed. The ITIL service lifecycle will be discussed in next section of report. And in the last
section of report a case study of Toyota production system(TPS) will be discussed.
2

Contents
Executive Summary.....................................................................................................................................3
Introduction.................................................................................................................................................5
Section 1......................................................................................................................................................6
Section 2......................................................................................................................................................9
Section 3....................................................................................................................................................11
Conclusion and recommendations.............................................................................................................14
References.................................................................................................................................................15
Journal.......................................................................................................................................................16
3

Introduction
This case study is about the organization Zurich. Zurich is the world’s largest insurance organization
which operate on the global basis using the worldwide network. The offices of Zurich organization are in
Asia Pacific, North America, Latin America and many more other countries. The Zurich organization was
founded in 1872. The employee size of organization is about 60,000 and the organization is providing the
services to its customers more than in 10 countries. The organization is responsible to provide its world-
class service to its customers. In 2006 the organization ZurichFinancial services establish new European
center of Excellence (CoE). The CoE is responsible to provide the development and local country
tailoring of the software services. The newly developed CoE was formed in Barcelona. In 2008 the
organization has a rapid growth which resulted in fragment service delivery model. The challenge faced
by the CoE is to transform the support process, include helpdesk and to IT outsource partner CSC. The
other challenge for the organization is to rapidly evolve the ITIL process to the higher level of maturity.
The organization evaluates its IT management process taking help from the Pink Elephant. The Pink
Elephant help for finding the scope and direction of internal service process improvement and the
transformation plan. The pink elephant uses the five-scale capability maturity model to assessed the It
process. After the analysis using the Pink elephant a comprehensive report is generated which include the
information about each process and how the process can be improved and which other process need more
efforts to improve. Working on the Pink elephant assessment report the CoE service management team
helps to improve the organization services. Using the suggestions from the Pink Elephant it helps in
improving the process maturity model. The process of the organization Zurich is improved using the
PinkSCAN assessment report. After improving the IT services, the company is ready to take the process
maturity test from Pink Elephant and test its benchmarks. The results of the PinkSCAN assessment was
very impressive as the maturity score of the process has risen to at least one level which shows the
organization is improving its ITSM processes. All the processes are improved using the pink elephant
assessment report. The PinkSCAN assessment helps to improve the organization KPI, and also to
maintain the consistency in the organization. The backlogs of the organization were reduced. The
organization becomes successful to achieve the transformation achievements using the PinkSCAN
assessment. After seeing the improvement of the organization, the CEO was bit relief. The CoE is
currently working using the second PinkSCAN assessment report and ready to work on the next phase
and work on the service improvement project. The organization Zurich is currently achieving the
leadership in selected markets using the centrally and standardized IT infrastructure high-quality process.
This process helps to improve the productivity and efficiency of the organization. The Pink elephant helps
to set the benchmark for its process and also to improve the ITIL journey. The PinkSCAN assessment
report helps to overall develop the ITSM process of the organization and also to improve the services
offered by the organization.
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Section 1
There is numerous process which is performed in Zurich organization and the pink elephant has set the
benchmark for various processes like change management, incident management, availability
management and problem management. These processes are responsible production and the development
environments and need to improve in the organization. Apart from these processes, there are other
different processes like configuration supervision and service level supervision (Diao&Shwartz2017,
pp.848-883). The ITIL process for the Zurich organization service improvements are described below
where improvements can be verified:
a. Incident supervision process
The incident supervision process for Zurich organization is known as IT service supervision
(ITSM) process. The main aim of incident supervision process is to reestablish the normal service
process as quickly can be done. The other aim is to reduce the effect on the business operation
and to achieve the best level of service availability and quality of services. The incident
management process is processing area of ISO 20000 ad ITIL environment. The incidents and
queries which cannot be resolute by help desk are transferred to technical sustenance groups.
The KPI (Key performance indicator) for the process incident management are:
1. A number of incidents- The number of incidents are defined as registered by provision desk.
The number of the incidents is group into categories.
2. Incident resolution time- Incident resolution tie means the average time to resolve the
incident.
3. Average initial response period- The average initial comeback period can be defined as the
average time taken by the user to respond the incident and period that provision desk replies
to the incident.
4. Incident resolve effort- The incident resolve time can be defined as the average work effort
for resolving the incidents.
5. A number of repeated incidents- The number of repeated incidents can be defined as
resolution methods.
6. Resolution with SLA- It is defined as the rate of incidents resolve during the solution times
agreed by SLA (Lou, Lin and Ding 2017, pp. 905-941).
b. Change management process
The change management process for Zurich organization means the sequence of actions or phases
that are applied by change supervision project leader or squad which follows to apply the change
supervision to change the order to drive the individual transitions. The change supervision
process is integral and important part of service transitioning and helps to improve the restoration
and upgrades.
The KPI (Key performance indicator) for the process change management are:
1. Number of successful change perform in the specific time frame
This key performance indicator helps to clear output the work that is delivered to the
customer.
2. Number of change follow lead time process correctly
The lead time process is important in the lifecycle of CR. This will cause a delay in the
service improvement.
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3. Change perform during business hours
There are some certain changes which can be performed during business hours due to some
non-availability of different teams.
4. Change caused by service interruption during the business hours
There are some live projects which require some live user’s analysis and testing which is
required to conduct during business hours (Jones 2016, p. 1397).
c. Problem management process
The problem management process for Zurich organization is the procedure which is responsible
for manage the lifespan of all problem which can occur during the IT facility. The main aim of
problem supervision process is to protect problem and result incident from trendy and to
minimize the effect of incidents which cannot be disallowed. The ITIL (information technology
infrastructure library) is responsible to define the problem which is caused by a various different
type of incidents. The activities associated with problem management process are performed to
identify the root reason of incidents and also to depict the solution for the incident and procedure
to resolve the incident. The problem supervision process combined with change management and
incident management to validate the IT service quality and availability.
The KPI (Key performance indicator) for the process problem management are:
1. A number of difficulties- The number of difficulties registers by problem supervision.
2. Problem resolution period- The problem resolution time is defined as average time to resolve
the problems.
3. A number of unresolved remedies- The number of unresolved remedies is defined as the
number of problems where the cause of the problem is still not known at that time.
4. Time until problem identification- It is defined as the average time between the first
occurrence of the incident and identifies the root cause of the incident.
5. Problem resolution effort- The problem resolution effort is defined as the average work effort
to resolve the incidents and problems (Ligarski 2012, pp. 315-321).
d. Availability management process
The availability management process for Zurich organization is used to define the procedure that
how can the levels can be conquered which include the specific instruction for the application
development. The main objective of the availability management process is to define, plan,
analyze, improve and measure the features of IT services. The availability management process is
responsible to ensure that the processes, IT infrastructure roles and tools are appropriate for
availability targets. The availability management is responsible to propose the recovery plan.
The KPI (Key performance indicator) for the process availability management are:
1. Service availability
The service availability means the availability of all the IT service related to availability in
OLA and SLAs.
2. Number of service interruptions
It is defined as a number of service disruptions.
3. Duration of the service disruptions
The duration of the service interruption means the average duration of the service
interruptions.
4. Availability measures
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The availability measures can be defined as a number of some implemented measures which
have aimed to increase and improve the availability.
5. Availability monitoring
The availability monitoring means the percentage of infrastructure components and services
under the availability monitoring (Akkiraju&Bhattacharjya 2012, pp. 319-351).
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Section 2
The service management process ITIL service lifecycle is used to undertake this requirement. To sustain
the high level of business performance the organizations are responsible to offer various competitive
services and products which will help clients to value, use and buy the products. The ITIL service
supervision supports the revolution through the ITIL service lifespan (Fischbach&Puschmann 2013, pp.
319-351). There are five different phases of this lifecycle that are service plan, service evolution, service
design, continual service improvement and service operation which are described below:
a. Service strategy
The service strategy stage is known as core stage of ITIL service lifecycle. An IT strategy plays a
vital role in organization business strategy and if this strategy is not present the IT service can
fail. If this stage gets succeeded all the other followed stage will become successful. The primary
process includes in the service strategy phase includes the definition of markets, development of
the strategic assets, preparation of the deployment, financial management, return on investment
done, demand management, service portfolio management and definition of the offers given. The
service strategy is responsible to establish a link between IT strategies and business strategies of
the organization. Service strategy phase also includes the financial management, portfolio
management, return investment and another management process. The primary focus of this stage
is to define, maintain and implement the proposed strategy. It also takes care of ensuring that the
organization is ready to handle risk and cost in the business (Brady & Arnold 2017, pp. 785-788).
b. Service design
The service design phase in ITIL process lifecycle is responsible to plan and design of the IT
strategies. This stage is responsible to implement the strategy proposed in-service strategy phase
and by using the design and plan. New ideas are proposed for It strategies and services and how
they can be updated. The new services are plan and design in this service design phase so that the
business vision can be achieved accordingly to the organization Zurich. If the design is
successfully planned then it can be concluded that service is successfully implemented. The
service management includes different process like service level supervision, catalog supervision,
availability supervision, capacity supervision, information security supervision, service continuity
supervision. These all process are undertaken by the IT service manager (Grossmann, Schrefl
and Stumptner 2013, p. 221).
c. Service transition
After completing the design and development phase service transition stage comes into act having
a key purpose of maintaining the coordination between operations and projects more effectively.
This stage is also responsible to improve the service. The service transition phase in ITIL process
is responsible for built new facilities and changed services and is the main step in the lifecycle.
This stage is also responsible to test, implement, verified and transfer the services into operations.
The service transition phase includes change management, transition support and planning,
configuration management and service assets, service validation, release and deployment
management, knowledge management process and testing evaluation. This stage is responsible to
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bring together all assets within service and ensure that it integrates and test together. The focus of
this stage is on quality of service.
d. Service operation
The service operation phase in ITL process lifecycle is the stage where design services are
brought into a live environment and provide service to end customers to use the service of Zurich
organization. In this stage, the customers start to use and consume the services offered by the
organization. If all the previously discussed three services are implemented and designed
correctly then the service will definitely benefit the consumers. The process includes the service
operation phase are incident management, event management, problem management, request
fulfillment and access management. These processes are managed by the service operation phase.
If any of the above processes failed it will directly affect the customers and make them
disappointment which ultimately affects the organization sales. The team involves in this stage
ensures that the end-to-end practice is robust which support stable and responsive service. A key
part of service operation phase is service desk that supports incident management process. The
application management and the technical support staff is responsible to solve the incidents of the
organization.
e. Continual service improvement
The CSI (continual service improvement) phase in ITIL process lifecycle is responsible to bind
the all above four service lifecycle stage and also to analyze and identify improvements in these
stages. This stage is also responsible to manage and improve the process include in all other four
stages. The continual service improvement process acts like a shell which is responsible to protect
the other ITIL process. This stage is responsible to align the other four stages of service lifecycle
and to improve the opportunities and services of the organization Zurich.
If any service needs to be successful the IT service management should be properly managed. In
the ITIL service lifecycle, the process needs to design, follow and optimize. A bad ITIL process
can directly affect the growth of the organization and led to customer dissatisfaction.
In service lifecycle, the proper IT service management is critically important. The Zurich
organization take the help of Pink elephant to check the organization benchmarks. The pink
elephant uses the maturity model to compare the process and set the level of each process. And
after the PinkSCAN assessment report, the Zurich organization works on the process
improvements and removes the glitches in the organization. Using the pink elephant PinkSCAN
assessment the CoE immediately start the service improvement project. The recommendations
given by PinkSCAN assessment helps to improve the services and to achieve the benchmarks set
by the Zurich organization.
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Section 3
From McBride (2018) the organization taken to support that service management is more than the
process management is Toyota production system (TPS). The Toyota production system
organization empowers the service improvement. Initially, the organization was not in favor of
service improvement which leads to failure in their service. The organization fails due to
management inability to create a lean culture for the organization. After the failure, the company
realized that the continuous (service) improvement is needed for the organization growth.
In the organization, Toyota, every member of the organization is responsible to initiate and create
an experiment and learn from that experiment. The staff selected by the organization is carefully
hired which help to improve the process and increase the customer satisfaction. The Toyota
production system supports the continuous improvement culture and the workers of the Toyota
work on process improvement. The executives of the Toyota organization have created a culture
that encourages the behavior. The Toyota production system invests their money and time into
their employee which will directly benefit the organization.
The service improvement model deals with the improvement of business and its services. For
improving the service improvement model in organization Toyota production system (TPS) the
steps are described below:
a. Identify the vision
To identify the vision of the business is the first step of the organization to implement the
service improvement model. This stage also includes goals, strategy, and objectives of the
organization. These will support the business and help to grow the business. The vision helps
to identify the mission of the organization.
b. Identify the targets
For improvement of the organization the targets are set and requirements are analyzed
according to the targets. The target is completely based on the business requirements. After
setting the target of the organization the steps to achieve the target are also find out in next
phase.
c. Procedure to achieve the target
In this phase, the steps are identified to achieve the target which is set in the previous phase.
The measurements are identified and organization starts to implement the steps to do service
improvement in the organization. The procedure should be clearly understood so that it can
be properly implemented.
For the service improvement, there are other processes which are associated to be implemented for the
betterment of the organization. The process is change management process, availability management
process, incident management process and problem management process.
a. Change management
The change supervision process for organization means the order of activities or steps that are
applied by change supervision project leader or team which tails to apply the change supervision
to change the directive to drive the separate transitions. The change management process is
10

integral and important part of service transitioning and helps to improve the restoration and
upgrades.
b. Incident management
The incident supervision process for the organization is known as IT service supervision (ITSM)
process. The main aim of incident supervision process is to reestablish the normal facility
operation as rapidly can be done. The other aim is to reduce the effect on the business operation
and to achieve the best level of service availability and quality of services. The incident
management process is processing area of ISO 20000 ad ITIL environment. The incidents and
queries which cannot be determined by benefit desk are transferred to technical provision groups.
c. Problem management
The problem management process for the organization is a procedure which is responsible for
manage the lifespan of all the problems which can occur during the IT service. The main aim of
problem supervision process is to protect problem and result incident from trendy and to
minimize the effect of incidents which cannot be disallowed. The ITIL (information technology
infrastructure library) is responsible to define the problem which is caused by a various different
type of incidents. The activities associated with problem management process are performed to
analyze the origin cause of incidents and also to depict the solution for the incident and process to
resolve the incident. The problem management process combined with change management and
incident management to validate the IT service quality and availability.
d. Availability management process
The availability management process for Zurich organization is used to define the procedure that
how can the levels can be conquered which include the specific instruction for the application
development. The main objective of the availability management process is to define, plan,
analyze, improve and measure the features of IT services. The availability management process
is responsible to ensure that the processes, IT infrastructure roles and tools are appropriate for
availability targets. The availability management is responsible to propose the recovery plan.
After selecting the correct process, the next step is to improve the IT service and to pick the right services.
In service improvement model the services have many associated activities like operational, technical and
applicational functional group. After picking the right services the next step is to improve the service
lifecycle process. The organization is responsible to improve the activities which are embedded in the
lifecycle.
The service improvement usages the metric-driven method to recognize the opportunity for improvement
and to ration the impact of the improvement exertions. In the provision improvement model, the service
management lifecycle also plays an important role. The service management lifecycle has four stages that
are service design, service strategy, service transition, and service operation. The service improvement
model is frequent improvement model as the services are continuously improved. The quality of service is
much better in service improvement model as compare to process improvement model. The quality of the
employee performance is enhanced in the service improvement model when it is compared to process
improvement model. In service improvement model changes are done which will result in better
outcome. From the context of ISO9001, the continual improvement is an essential part for the
requirement of the organizations. A PDCA(plan-do-check-act) is associated with service improvement
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model this cycle is also known as Shewhart cycle and Deming cycle. This cycle is responsible for
continual improvement across the world. In PDCA cycle, in plan phase, the requirements and
opportunities are recognized. The model tested for small scale in does phase and then the results are
tested in check phase and then the outcomes are implemented in action stage (Goncalves, Kawagoe and
Cardoso 2015, p. 280).
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Conclusion and recommendations
After reading the case study of the organization Zurich it can be concluded that the Zurich organization
has primarily focused on the pink elephant assessment report. The Zurich organization has taken help
from PinkSCAN assessment report in the improvement project. The process includes in Zurich
organization like availability supervision process, incident supervision process, change supervision
process and problem supervision process are improved from the analysis of Pink Elephant assessment
report. The report helps to set the benchmarks for the organization and work according to achieve the
benchmarks. As in 2008 company was facing challenges the organization created a small organization
CeOlocated in Barcelona to solve the issues of the organization. The CeO process includes the ITIL
process to boost the IT service delivery performance. The aim of CeO was to become the leading service
management scope of and become ITIL specialist Pink Elephant. The CeO use the Pink Elephant findings
to improve the service management plan. The CeO was although a successful organization but it uses the
Pink Elephant findings to more improve the ITIL process of the organization. And after the improvement
done using the Pink Elephant findings the company is ready to take the test again. And after 18 months
the organization again take the help from Pink Elephant. And from the PinkSCAN assessment report, it
can be concluded that the company improves all the process by at least one level. Currently, the CoE is
working on recommendations contained in the second PinkSCAN report. The recommendations for the
organization is to use the PinkSCAN assessment report and improve the process according to the report.
13

References
 Lou, JG., Lin, Q., Ding, R. et al. 2017,’ Experience report on applying software analytics in the
incident management of online service’, vol. 24, no. 4, pp. 905-941.
 Jones, K. 2016, ‘Frank Voehl and H. James Harrington: Change Management—Manage the
Change or It Will Manage You’, vol. 79, no. 19-20, pp. 1397-1397.
 Ligarski, M.J. 2012, ‘Problem identification method in certified quality management systems’,
vol. 46, no. 1, pp. 315-321.
 Akkiraju, R., Bhattacharjya, D. & Gupta, S. J 2012, ‘Towards effective business process
availability management’, vol. 4, no. 2, pp. 319-351.
 Fischbach, M., Puschmann, T. & Alt, R. 2013,’ Service Lifecycle Management’, vol. 5, no. 1,
pp. 45-49.
 Diao, Y. &Shwartz, L. 2017,’ Building Automated Data Driven Systems for IT Service
Management’, vol. 25, no. 4, pp. 848-883.
 2017, McBride, D., viewed 13 May 2018,<www.reliableplant.com/Read/10817/toyota-
continuous-improvement>.
 Gonçalves, P., Kawagoe, J., Cardoso, M. et al. 2015,’ PDCA cycle reports: a quality tool to
improve physician hand hygiene compliance’, no. 4, p. 280.
 Brady, M.K. & Arnold, T. J. 2017,’ Organizational service strategy’, vol. 45, no. 6, pp. 785-788.
 Grossmann, G., Schrefl, M. &Stumptner, M.2013, ‘Erratum to: Design for service
compatibility’, vol. 12, no. 1, pp. 221-221.
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Journal
SR.no Date of
activity
name of activity Description of
activity
Duration
of activity
1 12-04-18 Analyze the requirements of assessment. Find the
requirement
for the
assessment.
3 days
2 15-04-18 Collect all resources for the assessment Resources are
collected and
listed.
2 days
3 17-04-18 Building Automated Data-Driven Systems for IT
Service Management
Get
knowledge of
different
management
process.
3 days
4 20-04-18 Experience report on applying software analytics in
the incident management of online service
Get
knowledge of
incident
management
process.
3 days
5 23-04-18 Frank Voehl and H. James Harrington: Change
Management—Manage the Change or It Will
Manage You
Get
knowledge of
change
management
process.
2 days
6 25-04-18 Problem identification method in certified quality
management systems
Get
knowledge of
problem
management
process.
3 days
7 28-04-18 Towards effective business process availability
management
Get
knowledge of
availability
management
process.
2 days
8 30-04-18 Service Lifecycle Management Get
knowledge of
service
lifecycle
management
3 days
9 03-05-18 Organizational service strategy Get
information
about the first
stage of
service
lifecycle
management
4 days
10 07-05-18 Erratum to: Design for service compatibility Get
information
3 days
15

about the
second stage
of service
lifecycle
management
11 10-05-18 PDCA cycle reports a quality tool to improve
physician hand hygiene compliance.
Get
knowledge of
PDCA cycle.
3 days
16