ITECH7400 IT Service Management: Queensland Health System Case Study

This case study provides an in-depth analysis of Queensland Health's IT Service Management (ITSM) implementation, highlighting the challenges, breakthroughs, and factors contributing to its success. It explores financial management for IT services, including budgeting, demand fluctuations, and relationships with multiple vendors. The study also addresses the interactions between various service management processes, such as availability management, service desk, and incident/problem management, and examines relevant metrics for security. Key challenges between problem and incident managers are discussed, along with the seven-step improvement process and the importance of cultural change within the organization. The report concludes by emphasizing the need for senior management support and proper resource allocation for successful ITIL project implementation. Desklib provides a platform to access this and many other solved assignments for students.

ITECH7400 – IT Service Management and
Professional Culture
Case Study of Queensland Health System

 IT Service Management (ITSM) is an idea that
empowers an association to augment business
esteem from the utilization of data innovation.
 ITSM positions IT benefits as the essential
methods for conveying and getting esteem, where
an inside or outside IT specialist co-op works with
business clients, in the meantime assuming
liability for the related expenses and dangers.
 ITSM depends on many standards, for example,
concentrating on esteem and constant
improvement.
Introduction

 In past years conjunction of conditions has driven
IT capacities to turn out to be more administration
arranged so they can be better lined up with the
business objectives of their firm.
 This report exhibits a top to bottom contextual
analysis of the usage. It reveals insight into the
difficulties and leaps forward, affirms many
variables that added to the task's prosperity and
offers an open learning door for different
associations.
Queensland Health

 The question that Queensland Health to ask are
such, how much does ITSM cost? Why that much?
How much they need to spend? And how much
they can be allowed. For Queensland Health to
understand their financial management for IT
services they have to understand the Service
Strategy for an ITIL service.
 The financial resources will have to align fully with
the firm’s plan and requirements for the delivery
of the IT service.
Financial Management for IT
services

 This is the Process of anticipating and controlling
the pay and use of cash inside the association.
 In any association, it comprises of the intermittent
exchange cycle to set (typically yearly) spending
plans, month to month checking of current
spending plans.
 It is the procedure through which it empowers the
IT association that account full on how cash has
been spent
Organization Budgeting

• A far reaching security arrangement that has the
full help of top official IT and business
management. It ought to incorporate separate
approaches for use and abuse of advantages, get
to control, secret word control, email and web,
hostile to infection, data order, archive grouping,
remote access, provider access to IT
administrations and data, and resource transfer.
Understanding the Demand
Fluctuations

In understanding the relationships with the other SM processes, QH
will need to know all the key interactions that it deals with. Some of
these interactions are as mentioned below.
 Availability management;
 Service desk;
 Incident and problem management;
 IT service continuity management;
 Change management;
 Configuration management;
 Capacity management; and
 Supplier management.
Relationship with Multiple Vendors

• The key interactions are with
o Availability management;
o Service desk;
o Incident and problem management;
o IT service continuity management;
o Change management;
o Configuration management;
o Capacity management; and
o Supplier management.
Relationships With Other SM
Processes

• The number of security-related incidents per unit
of time;
• The percentage of security-related incidents that
impacted services or users;
• The number of security audit issues and risks
identified;
• The percentage of security audit issues and risks
resolved;
• The number of changes and releases backed-out
because of security issues;
• The average time to install security patches.
ISM − metrics

 The incident management focuses on the
executives centers around reestablishing
administration as fast as could be expected under
the circumstances while issue the board is worried
about learning and evacuating the main driver of at
least one occurrences.
 The occurrence the board needs to have a brisk
workaround to reestablish administration. This may
not help issue the executives which needs to
comprehend the underlying driver.
Challenges between the problem
Manager and Incident Manager

 Purpose
 Objectives
 Roles
.
Seven Step Improvement Process

 Different radical change and gradual change
scholars have proposed differentiating strategies
for overseeing change in IT execution. Opposition
and counter-execution, when all is done, ought to
be overwhelmed by receiving steady, facilitative
methodologies as Keen has pushed.
 The way of life change at QH was hard to
accomplish amidst an association rebuild however
when ranking staff were selected as procedure
proprietors, prepared and gave assets, the way of
life changed.
Change in corporate culture

 Regardless of its natural intrigue, interest in ITIL
requires monetary avocation of advantages and to
date, there has been little research attempted to
evaluate the advantages from ITIL usage
 In any case, regardless of whether these ITIL
benefits were appropriately evaluated in order to
fabricate a sound case for the venture, Ward et al.
see that in most IT executions couple of
associations will in general finish them to usage to
guarantee that the advantages are overseen
effectively.
Realization of Benefits

It is clear that various variables have added to the
achievement of the ITIL venture at QH. Senior
administration support fundamentally isn't
adequate: ranking staff from the specialty units
ought to be designated to abnormal state panels
and senior administration must comprehend the size
of the execution and guarantee that the venture is
sufficiently and fittingly resourced.
Conclusion

Allen, D., Kern, T., & Havenhand, M. (2012, January). ERP Critical Success
Factors: an exploration of the contextual factors in public sector
institutions. In Proceedings of the 35th Annual Hawaii International
Conference on System Sciences (pp. 3062-3071). IEEE.
Brewster, E., Griffiths, R., Lawes, A., & Sansbury, J. (2012). IT service
management: a guide for ITIL foundation exam candidates. BCS, The
Chartered Institute for IT.
Cater-Steel, A., & McBride, N. (2015, June). IT service management
improvement-actor network perspective. In Proceedings of the 15th
European Conference on Information Systems (ECIS 2007) (pp. 1202-
1213). University of St Gallen.
Cater-Steel, A., & Tan, W. G. (2015). Implementation of IT Infrastructure
Library (ITIL) in Australia: Progress and success factors. In 2005 IT
Governance International Conference (pp. 39-52). Auckland University of
Technology.
References