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论文编号：	15834
作者编号：	2320233820
上传时间：	2025/12/10 18:04:46
中文题目：	M商业银行IT运维服务管理优化研究
英文题目：	Research on the Optimization of IT Operations Service Management at M Commercial Bank
指导老师：	张国萍副教授
中文关键字：	M商业银行；IT运维服务管理；流程管理；运维
英文关键字：	M Bank Co., Ltd.；IT service management；process management；operations
中文摘要：	近年来，随着金融数字化转型不断深入和业务对信息系统依赖性的显著增强，IT运维管理的科学性、敏捷性和可靠性已成为银行核心竞争力构建的关键支撑。然而，不少商业银行尤其是以M商业银行为代表的中小型金融机构，仍面临流程规范化不足、跨部门协同效率低、自动化水平不高以及与国内先进实践存在显著差距等问题，亟需通过系统性的流程优化提升IT服务的整体效能与战略价值。 本研究依托ITIL 4、ISO/IEC 20000及ITSS等权威框架，结合AI等前沿科学技术发展，综合运用文献研究法、问卷调查法与统计分析法，系统梳理M商业银行的IT运维服务管理的体系，以M商业银行作为典型个案，从IT运维服务运营现状出发，重点对事件管理、问题管理、变更管理等核心流程进行了剖析，识别出多项关键短板，包括知识积累与复用机制缺失、配置管理数据库（CMDB）数据质量低下、服务级别协议（SLA）未成体系、变更风险控制不足等问题。针对这些问题，本文提出了完整的IT服务管理流程优化方案。该方案强调流程、组织、技术与人员四要素的协同演进：在流程层面，系统设计知识管理、配置管理流程和服务级别管理的构建路径；在组织与人员层面，明确运维架构团队、自动化开发团队及流程管理团队的职能设置，并提出通过培训与激励提升IT人员的软技能与管理能力；在技术层面，结合智能运维、多个智能体协同发展、人机协同等创新模式，构建以数据驱动为核心、具备感知、分析、决策与执行能力的智能化运维流程与平台。 为保障优化方案的落地实施，本研究进一步从人员保障、资源保障、技术保障和过程保障四个维度提出配套措施，包括明确高层支持与职责分配、加强预算与人才资源配置、建设集成化运维平台及实施持续改进机制等方面，形成闭环管理。 本研究不仅为M商业银行提供了切实可行的提升路径，也为同规模的金融机构其IT服务管理体系建设提供了可复用的实践框架，对促进银行业IT运维向标准化、自动化与智能化转型具有积极的推广价值。
英文摘要：	In recent years, the scientific nature, agility and reliability of IT Operation Management have become the critical support for constructing core competition of banks as the continuous deepening of financial digital transformation and significant enhancement of information system dependency to business. However, some commercial banks, such as M Bank Co., Ltd., and some other small and medium-sized financial institutions still face issues on insufficient processes standardization, low cross-departmental collaboration efficiency, low level automation, significant gap in advanced domestic practices, and the like. It is urgent to improve the overall efficiency and strategic value of IT operation through systematic process optimization. Taking M Bank Co., Ltd. as a typical case, this research takes apart the IT operation and maintenance service management system of M Commercial Bank based on authority frameworks such as ITIL 4, ISO/IEC 20000, and ITSS (Information Technology Service Standards), and integrated applicating literature research method, questionnaire survey method and statistical analysis method. It identifies several key issues including lack of mechanism for knowledge accumulation and reuse, poor data quality in the Configuration Management Database (CMDB), non-systematic Service Level Agreements (SLAs), and insufficient risk control for changes. This article proposes a complete IT service management process optimization plan to address the above issues. This plan emphasizes the collaborative evolution of three factors of process, technology, and personnel. At the process level, it designs the construction path of knowledge management, configuration management, and service management. At the organization and position level, it clarifies the functional configurations of operation and maintenance architecture team, automation development team, and process management team, and proposes to enhance the soft skills and management capabilities of IT operators by training and promotion. At the technical level, it constructs an intelligent operation and maintenance process and platform based on data-driven core with perception, analysis, decision-making, and execution capabilities which are combining innovative models such as intelligent operation and maintenance, collaborative development of multiple intelligent agents, and human-machine collaboration. To ensure successful implementation of the optimization plan, this research further proposes supporting measures in four dimensions: personnel support, resource guarantee, technical support, and process support. It also clarifies the closed-loop management system between top-level support and other sides involving responsibility assignment, strengthening budget and talent resource configuration, constructing integration operation platforms, and implementing continuous improvement mechanisms, etc. This research not only provides M Bank Co., Ltd. with a practical enhancement pathway, but also offers a reusable practical framework for IT service management system construction of other similar scale financial institutions. It has positive promotional value to encourage the banking IT operations and maintenance transformation in standardization, automation, and intelligence.
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