4. LITERATURE REVISION. The ITIL Model

Transcription

1 Proposal of guidelines for Corporations conciliate the needs for the improvement of IT Services Production with the issues relating to Clean Production Altino José Mentzingen de MORAES Production Engineering, UNIP - Paulista University São Paulo, SP , Brazil ABSTRACT In our world today, Companies can not only think about the achievement of goals and indicators related to operational aspects, that only go meet the internal policies of cost reduction and that only satisfy the interests of sponsors of the business. To generate increased competitiveness, as a differential factor, Companies are also pursuing the goal of being engaged in programs relating to preservation of the environment. This work focused on evaluating the implementation of ITIL Model (using the BSC - Balanced Scorecard in its Planning Phase of goals "to be achieved") in the area of IT - Information Technology, with additional concerns about the impact to the environment, beyond the most common concerns regarding the reduction of costs with the review of operational procedures for the Production Management of IT. To complete this study, one Survey was conducted to validate the arguments proposed in this paper. At end, this paper notes that these initiatives for Enterprises - in order to conciliate needs for improvement the Production Management of IT with issues relating to Clean Production - are feasible both to companies which are users of these resources as also to those ones which are providers of these activities, since there is a Board of Directors commitment with this target. Keywords: Production Management of IT; ITIL Model; BSC - Balance Scorecard Method; Environment Preservation; Survey Research. 1. INTRODUCTION Companies seek, to raise more empathy with their existing customers (and potential new customers), to demonstrate their commitment to acquire the seal of a company that uses Green Technology and, according to this attitude, get greater respectability by society in general (as promoters of politically correct initiatives aimed at sustainability of the environment). As one of the major focus of the constant revisions to improve and to optimize the working procedures of a company is focused in IT (in order to reduce operating expenses in this activity), the adequacy of that goal with policies relating to preservation of the environment becomes essential. Therefore, the quest for integration of these 2 (two) goals should be an ongoing concern for Enterprise. 2. PROBLEM STATEMENT According to the scope to achieve greater productivity in its management, initiatives for the application of the techniques of Governance (such as, Corporate Governance) directed to the area of IT - Information Technology (known as IT Governance), have original concern to align the actions of IT with the expectations of result for the business-end (core business) of the Corporation. As one of Frameworks (Models) more disseminated and already recognized in the world as the best market practice for the management of activity of production of TI, is ITIL - Information Technology Infrastructure Library. The ITIL Model was developed, at the end of the years 1980, in England by CCTA (Central Computer and Telecommunications Agency) and currently is maintained by OGC (Office for Government Commerce) of the same country. Thus, the objective of this study was to evaluate the possibility of aggregation of the desired results by corporations with implementation of ITIL Model in their Production Processes of IT (notably, higher productivity with lower cost) with guidelines linked to attend these targets, addition to others, specially directing them under a policy of preserving the environment. 3. RESEARCH METHODOLOGY This work was built by the literature research on the ITIL Model and BSC - Balanced Scorecard Method (used in Step Planning). Thus, both the ITIL Model and BSC - Balanced Scorecard Method will have description and will be explained in the course of this text. In the sequence, a Survey was conducted in order to evaluate this work statements and its proposal. The ITIL Model 4. LITERATURE REVISION The ITIL model [5] calls the Management of Production of IT as one sequence of services, which have as a criterion of aggregation its procedures, those that aim to address a specific need of a stage in the procedure of implementation of operational activities of IT. Its structure, services grouped by case, is mapped and shown in Figure 1 (as the publication itself of OGC) which describes the General Macro Diagram of ITIL Model, their area of scope and their previous connectivity/alignment with the Area "Business" (The Business), in addition to its posterior connectivity/alignment with the Area "Technology" (The Technology).

2 Figure 1 - General Macro Diagram of ITIL Model [4] As further shown in Figure 1, these 7 (seven) processes identified have each one a publication. The relationship of processes with these 7 (seven) publications, contained in the Technical Reference of this Method, also is shown in this figure. Based on the analysis of the ITIL Model, we note that there are 2 (two) initial processes. It has the Phase Alignment with the Business Perspectives (#1 of Figure 1) and the Phase Planning (#2 of Figure 1) of its implementation. At this point, could be included goals that could be address, beyond the needs of the Corporation to seek more effective operational and financial payback, the creation (or maintenance) of a strategy of sustainable production and clean by the area of IT. The Figure 2 shows the tasks related to execution for the phase Business Perspectives (#1 of Figure 1) and to execution for Implementation for Planning Phase (#2 of Figure 1). Figure 2 - Tasks related to Business Perspectives and Implementation for Planning Phase (Adapted from [5]) The BSC - Balance Scorecard Method One of the most applied tools in building a Corporate Governance Model is the BSC - Balanced Scorecard by Kaplan & Norton [2] [3]. The authors have created this Method that focuses on identifying Planning Goals and Performance Indicators. These Performance Indicators are then used as parameters to monitor the achievement of targets during practical day-byday implementation of the business of the Organization. Thus, based on this definition of its authors, this tool can be identified as to be applied in the field of Strategic Planning. BSC - Balanced Scorecard states a need of a very early survey (when the Company is starting its operation or reviewing it) where is necessary to define its Vision, Mission and Key Objectives (in reference to a period of evaluation). Following steps, are the definition of measure values that may delimit the efficiency with which this mission is being fulfilled and goals are achieved according to Kaplan & Norton [2]. Figure 3 shows, graphically, the process flow here described in its 7 (seven) Steps. Figure 3 - BSC - Balanced Scorecard [3] The concern of the creators of this Method for it to be an effective tool in practice field, and with a wide scope in order to run feedback of collected data and its realignment - if necessary - with the initial strategic planning, is in his philosophy of working with KPIs - Key Performance Indicators (Result Measuring) as the definition of "Indicators" in Step 4 (four) of Figure PROPOSAL PRESENTATION As proposed, this study used as an assumption that it would be possible to construct the views of Business Perspectives (#1 of Figure 1) and targets of the Implementation of Planning Phase (# 2 of Figure 1) of ITIL Model with the support of BSC - Balanced Scorecard. For purposes of this simulation, in order to demonstrate the applicability of the proposed work, was supposed (though extremely common in the market) the existence of an Organization that would use the BSC - Balanced Scorecard as a tool for implementing the Strategic Plan of the Corporation, and also, the ITIL Model as a Methodology applied to their Area of IT Management (as a process of Production of Services and conducting the proceedings of that Department). The diagram of Annex A (related to Figure 3) shows a generic example of the use of steps of strategic planning using the BSC - Balanced Scorecard, which would seek to answer questions simulated ("Where?", "How?", "Which are CSF - Critical Success Factors?", "Which are Indicators?" and "Which are Action Plans?") to meet these 7 (seven) Steps in this methodology as its Process Flow (as seen in Figure 3). During Specification Meetings, discussing how the Strategic Plan would be put into practice, could be applied the Questionnaire Model that is presented in Annex A (which is based on the result of practical experience raised in the field and that shows how could might be possible to conduct - in fact and in real world - of these Planning Meetings). Simulating the process, this meeting (which would be convened by the Corporate Governance with guest participation of others types of Governance, such as, the Governance of IT) could have the following answers to the above set of questions in the

3 Questionnaire Model (these simulated responses, are also in Annex A): 1st. Question (Step 1): WHERE do we go? (equal to Vision) Answer: We want to dominate the Market... ; 2nd. Question (Step 2): HOW do we get it? (equal to Strategies) Answer: Through a focus on Cost Efficiency and High Quality and Investing in new technologies ; 3th. Question (Steps 3, 4, 5 and 6): In which of 5 (five) Dimensions (of BSC - Balance Scorecard, which are Financial, Customer, Procedure, Development and Employee ) we must seek excellence? (equal to CSF - Critical Success Factors + KPIs - Key Performance Indicators [Result Measuring] + Action Plans)? Answer: Subsequently, in the Planning Phases, then are identified CSF - Critical Success Factors for each Dimension of the BSC - Balance Scorecard that, in its turn, will be monitored through KPIs - Key Performance Indicators (Measuring Result). The use of KPIs - Key Performance Indicators (Measuring Result). allows the definition of concrete goals and aligned with the Organization's Strategy. For the Goals can be achieved, are identified and defined responsibilities in the Action Plans. In simulated answers, to 2nd. Question (Step 2: How? ) according to Strategies, we have (in this example of this Questionnaire Model) the answer Investing in new technologies (Letter A of Annex A) and the goal Right Technology (Letter C of Annex A) as answer to CSF - Critical Success Factors related to Procedure (Letter B of Annex A) to achieve Step 3. The goal of "Investing in new technologies" (Letter "A" of Annex A), to fulfill one of the determinations of the Strategies, could be understood as the application of ITIL Model - in order to improve productivity - and also to achieve goals intended for the IT Area (under activities of Production Services). Regarding to goal "Right Technology" (Letter "C" of Annex A), this could be interpreted as the use of Technological Resources to meet the appropriate expectations planned by the core-business of the Organization (to increase the alignment of IT's procedures, to reduce operational cost by more agility in task execution, to eliminate extra job and rework activities, etc...) but also, additionally, focus on regulations aimed at including the Company in the list of promoters of Green Technologies (in order to eliminate excessive costs of electricity, supplies and other expenses). So, sub-goals to this goal Right Technology (Letter C of Annex A) linked with Production of Sustainable IT could be - in practice - these below suggested (these would be, thus, additionally included in targets/objectives listed in visions of the Business Perspectives, #1 of Figure 1, and in goals to Implementation for Planning Phase, #2 of Figure 1, of ITIL Model): 1.1. Reduction of printing, and hence less cost of paper, by saving report on files and automatic addressing by ; 1.2. Reduced spending on energy by clustering (grouping), physically or by virtualization, equipment repositories (servers) in centralized facilities; 1.3. Reduced spending on energy, by constant renewal of the equipments of the users (work stations), by most modern options that require less energy to work (known as Green Technology Certified); 1.4. Reducing pollutant gases emission and energy fuel spent by eliminating travel/displacement by the implementation of Audio/Video Conference Centers with high quality communication facilities in company s branch. Thus, Indicators to manage compliance of these sub-goals, could be (by Semester, by Year, etc ) the following: To 1st. sub-goal: Total of Printed Reports/Total of Saved Files; To 2nd. and 3rd. sub-goals: Total of Energy Spent (before) /Total of Energy Spent (after); To 4th sub-goal: Total of Travels Done (before) / Total of Travels Done (after). 6. SURVEY EXECUTION As before reported, one Survey was conducted. It was done with the Congressmen of IWACP [1] International Workshop on Advances in Cleaner Production (in its 2nd. Edition with the theme "Key Elements for a Sustainable World"), held in São Paulo/S.P./Brazil between 2009/05/20-22 in order to question them about the validity of the arguments proposed in this paper. For this, it were presented the initial concepts that form the framework of the Theoretical Approach of this text and the Proposal submitted earlier in prior Topic 5. The Survey Questionnaire used, was created using techniques defined by an expert manual in this field [6], and was assembled in 4 (four) languages, which were Portuguese, English, Spanish and French. The Annex B, shows the form used for the questioning of interviewees. It were interviewed 58 (fifty eight) Congressmen during the 3 (three) days of the event and 14 (fourteen), or 24.1%, were foreigners and the remaining 44 (forty four) from Brazil, or 75 9%. Of these foreigners, 8 (eight) used English as the language in the dialogue, 4 (four) Spanish and 2 (two) French. Of the total universe of 58 (fifty eight) Congressmen interviewed 46 (forty six), that means 78.3%, stated to know both Model ITIL as BSC - Balanced Scorecard Method (positive responses to Questions 1 and 2 in the form used for questioning the respondents shown in Annex B), and were them, this group - in practice - that answered all others points retrieved in this opinion research. In the sequence, all of that group had answered affirmatively to question 3 and also had done the same to question 4 (option "YES") and, according to that statistic, is shown in Figure 4 the answers to questions 4.1, 4.2, 4.3 and 4.4.

4 adotaram o BSC - Balanced Scorecard prosperam no novo ambiente de negócios. Rio de Janeiro: Editora Campus, [4] MORAES, A. J. M. Cenário sobre Governança de Tecnologia da Informação em grandes organizações no Brasil. Dissertação de Mestrado, Mestrado em Gestão do Conhecimento e da Tecnologia da Informação, UCB - Universidade Católica de Brasília, Programa de Pós-Graduação Strictu-Sensu, Brasília, [5] Office of Government Commerce. ITIL - Information Technology Infrastructure Library. 2006, available in accessed in: 06/03/20. [6] TCU. Técnicas de entrevista para auditorias. Tribunal de Contas da União, Secretaria de Auditoria e Inspeções, Brasília: DF, 42 p.,1998. Figure 4 - Survey Statistic Graphic It was also possible to detect that due to the low level of knowledge about IT resources of the participant Congressmen of this Survey, questions 4.2 and 4.4 had a higher rate of responses in the "NO". About the Question 4.1, just one of Congressmen interviewed has responded with NO that could drive the final interpretation (to this specific Question) to none (zero) for this value (by statistic way speaking). The results of this Survey could be interpreted that these little actions can bring very big positive impacts to Environment Preservation. 7. CONCLUSIONS This paper notes that these initiatives for Enterprises - in order to conciliate needs for improvement of IT Services Production with issues relating to Clean Production - are feasible both to companies which are users of these resources as also to those ones which are providers of these activities. A practical way to achieve this goal may be the purpose of this study, namely, to aggregate the organizational Strategic Planning with the goals of the IT Area, both within the management operations of its services as also regarding compliance with legal or moral requirements of implementing of Cleaner Production and Sustainable Programs. However, there must be a commitment of the Corporation High Administration to the success of these initiatives with political engagement with this determination, as part of recognizing the practical return of these efforts and investments - at the operational/financial level and also at social level - by compliance with the standards of maintenance of quality of life of society, 8. REFERENCES [1] IWACP. International Workshop on Advances in Cleaner Production. 2009, available in accessed in: 09/10/14. [2] KAPLAN, R. S.; NORTON, D. P. A Estratégia em ação: BSC - Balanced Scorecard. Rio de Janeiro: Editora Campus, [3] KAPLAN, R. S.; NORTON, D. P. Organização orientada para a Estratégia: como as empresas que

5 ANNEX A MODEL QUESTIONNAIRE

6 ANNEX B - SURVEY QUESTIONNAIRE