市場調査レポート

サービス管理:ITILを活用してITaaSを提供

Service Management: Leveraging ITIL for Delivery of IT as a Service

発行 IDC 商品コード 295896
出版日 ページ情報 英文 16 Pages
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サービス管理:ITILを活用してITaaSを提供 Service Management: Leveraging ITIL for Delivery of IT as a Service
出版日: 2014年02月06日 ページ情報: 英文 16 Pages

当商品の販売は、2016年04月01日を持ちまして終了しました。

概要

ITの新興の動向に、IT組織内で広範なポートフォリオを提供したり、外部のIT・ビジネスサービスを利用する「ITaaS」(サービスとしてのIT)があります。その特徴は、第3のプラットフォームのコンピューティング環境における、効果的かつ効率的なサービス管理の構築です。

当レポートでは、将来のIT環境に不可欠なモデル「ITaaS」について取り上げ、ITILの適切な役割、ITILのビジネスへの妥当な貢献について検証し、IT幹部に必要なガイダンスを提供して、概略以下の構成でお届けいたします。

IDCの見解

調査概要

  • IT幹部のプログラム調査アジェンダ

概況

  • ITILの良い点と悪い点
  • ITILの予測管理の必要性
  • ITILのビジネス貢献の優先順位
  • ITの効果的かつ効率的なベストプラクティス
  • ITILの基礎

将来の展望

主な提言

  • 即時:新しい予算サイクルの前にすべきこと(6〜12ヶ月後)
  • 短期:新しい予算サイクルの後にすべきこと(12〜24ヶ月後)
  • 長期:2〜4年後

参考資料

  • 関連調査
  • 要約

  • IT幹部のプログラム調査アジェンダ主題
  • サービス管理成熟度モデルの5大対策
  • サービスストラテジの定義
  • サービスデザインの定義
  • サービストランジションの定義
  • サービスオペレーションプロセスの定義
  • サービスオペレーション機能の定義
  • 継続的サービス改善の定義

  • ITILのサービスライフサイクル
  • ITIL V3のプロセスと機能
目次
Product Code: 246600

This IDC study explores essential considerations in transforming traditional IT service management (ITSM) into IT as a service (ITaaS), the conceptual delivery model whose purpose is to better facilitate business outcomes that the IT customer wants. IDC believes that ITaaS is a timely and necessary model for managing, controlling, and securing the future IT environment. By itself, ITaaS doesn't resolve the lack of a business orientation within IT. However, ITaaS does enable the end user (business entity) to obtain IT services from multiple non-enterprise sources and can be effective in delivering the desired business outcomes. Effective ITaaS mandates the "service" orientation of ITSM, which IT organizations are still struggling to effectively adopt.

Within any IT organization, and especially ITaaS providers, there is an ongoing need for processes associated with software release, problem resolution, change, service catalog, and other IT best practices that are effective and efficient. In the past 15---20 years, IT practitioners have come to recognize the contribution of "process" in maturing their IT operations. Value can exist for any IT service provider within ITIL's documentation of standardized practices for the IT service life cycle. This study is intended for IT executives who struggle with the appropriate long-term role of ITIL in the promised delivery of effective business-oriented IT services and provides insight into ITIL's legitimate contribution to efficient and effective IT as a service.

"IT organizations seeking to deliver ITaaS need to stop promoting their processes and ITIL compliancy and begin marketing the availability, consistency, and pricing of competitive IT services within their service catalog that are based on business outcomes for their customers," says Bill Keyworth, adjunct analyst with IDC's Research Network. "ITIL can greatly assist in this transformation."

Table of Contents

IDC Opinion

In This Study

  • IT Executive Program Research Agenda

Situation Overview

  • The Good and Bad of ITIL
  • Necessity of Managing ITIL Expectations
  • Prioritizing Business Contribution of ITIL
  • Effective and Efficient Best Practices for IT
  • ITIL Fundamentals

Future Outlook

Essential Guidance

  • Immediately: Before the New Budget Cycle (6-12 Months)
  • Short Term: After the Next Budget Cycle (12-24 Months)
  • Long Term: (2-4 Years)

Learn More

  • Related Research
  • Synopsis

List of Tables

  • Table: IT Executive Program Research Agenda Themes
  • Table: Five Measures of the Service Management Maturity Model
  • Table: Service Strategy Definitions
  • Table: Service Design Definitions
  • Table: Service Transition Definitions
  • Table: Service Operation Process Definitions
  • Table: Service Operation Function Definitions
  • Table: Continual Service Improvement Definitions

List of Figures

  • Figure: The ITIL Service Lifecycle
  • Figure: ITIL v3 Processes and Functions
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