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论文编号：	4497
作者编号：	2120092468
上传时间：	2012/6/12 3:29:36
中文题目：	基于ITIL的企业IT运行维护服务管理研究
英文题目：	Research on Enterprise IT operation and Maintenance service management based on ITIL
指导老师：	林润辉
中文关键字：	IT服务管理;标杆管理;ITIL;流程成熟度模型
英文关键字：	IT Service Management;Benchmarking Management;ITIL Theory Improvement;Process Maturity Assessment
中文摘要：	随着信息化技术的日益发展，企业信息战略层面上关注的重点已经逐渐从信息系统的建设转移到IT服务的运维管理。ITIL(Information Technology Infrastructure Library)作为IT服务管理领域的事实标准，在国际范围内得到了广泛的认可以及应用。ITIL已经被证明可以给企业带来科学的IT服务管理、更低的运维成本以及更好的服务质量。许多欧美企业已经成功实施ITIL，并显现出巨大的效益。国内很多大型的企业已经实施或者开始实施ITIL，对于ITIL的研究和探讨也在如火如荼地进行着。其中一个研究的焦点是如何使ITIL框架和实际相结合的问题。本文的目的是通过研究ITIL实施的实际案例，详细阐述了实施中一些关键点的实际情况，并通过国际流行的的评估模型证明了IT服务管理理论给企业带来的收益。同时，也针对大型企业通常会遇到的IT服务管理问题尝试分析了其共性，并提出了一些参考性的建议，希望能对面临同类问题的国内企业有所借鉴。本文首先论述了目前国内外ITIL发展的现状，IT服务管理的含义、标杆管理的基本概念，以及VOLVO IT中国公司采用ITIL标准作为改进IT服务管理的手段主要原因。 IT服务管理的核心思想是，作为IT运维服务提供者的IT组织，无论被服务的业务用户来自于哪里，和企业组织的关系如何，其工作最重要的目的就是为业务用户提供高性价比的的IT运维服务。而对于如何评估所提供的IT运维服务的质量和成本则需从IT服务的接收方和业务用户角度加以评判。IT服务管理是一种以服务为导向的IT管理。IT服务管理提炼出IT管理活动中的核心流程，使的IT管理活动更加有条理，并且可控性大大提高。在IT服务管理实践中，ITIL作为IT服务管理业界的最佳实践，是对大多数企业最有效的作法。它是一个IT管理最佳实践的抽象集合，主要侧重于规范化企业IT管理的流程。虽然ITIL清晰地阐述了企业应该如何做才能规范化流程，却并不提供具体的实施方法。所以，不同的企业在参照它来进行实施时，必须根据自身的实际情况来进行规划。 ITIL提供了一个具有通用性的框架为，作为IT运维服务部门所有的服务交付活动的参考。这些活动被归类于不同流程，并且这些流程也是相互关联的。当流程间协同运作发生时，这个框架的高效性便能够得以展现。属于IT部门职责范围内的不同任务分布在不同的流程中，如服务开发和交付，以及IT基础设施管理和支持等。同时，文章也阐述了ITIL涉及服务交付和服务管理的十大核心流程，并结合VOLVO IT中国公司的实际情况论述了不同流程间的相互关系。这种流程的体现方法使得能够将IT服务管理最佳实践在一个统一的方式下加以描述。藉此IT运维服务部门服务管理水平得以提高。然后，作者详细介绍了VOLVO IT中国公司ITIL实施项目。该项目主要采用内部标杆管理的方法。从项目开始启动，首先从现状和差距分析来说明VOLVO IT中国公司为需要实施ITIL的必要性。VOLVO IT中国公司参考总公司实施ITIL的规划模式，以及效果评价指标，并结合本地实际情况进行调研分析，寻找与标杆的差距，并据此制定相应的分步实施计划。从众多实施ITIL的最佳实践来看，虽然在企业中一次性全面进行IT服务管理各个流程的实施易于形成协同效应，但考虑到企业现有的IT运维各方面的成熟程度，以及企业可承受的实施成本和实施IT服务管理的所需资源等因素，大多数企业会采用分阶段实施方式，将IT服务管理的实施计划拆分成不同阶段来进行实施，即先选取两三个实施成本低而见效快的流程来进行探索性实施，阶段性地对实施效果进行评估，待取得一定效果，根据实际情况，再开展下步实施工作，以避免产生高投入高风险的情况。考虑到上述原因，并且鉴于服务台流程涉及所有流程，可视为所有流程的起始点，因此确定在实施的第一阶段从实施服务台流程入手，同时考虑事件管理和问题管理，并试验性地实施配置管理和变更管理。在确保服务台、事件管理和问题管理流程稳定运行一段时间后，再进行比较系统完整的变更管理、配置管理和其它ITIL流程的实施。在实施执行过程过，首先进行的是公司资源重组。从组织结构方面，将职能相近的人员团队合并，按照人员的技能，重新划分了团队，并重新定义人员角色。从管理方面，采用矩阵式管理模式，已达到知识共享，能力集中管理的目的。从资源方面，利用位于总部的数据中心，将原有散布运行在各个本地服务器的应用转移到数据中心的大型机上，以达到软硬件资源集中管理的目的。在资源重组完成后，VOLVO IT中国公司在2011年中按照ITIL标准，完成了服务台流程，并规范事件管理流程。到2011年末，完成任务管理流程和问题管理流程的实施，实验性地引入变更管理和配置管理。同时，完善供应商和合作伙伴管理策略。计划在2012年底完成包括主要业务单元的，除发布管理和IT服务持续性以外的所有基本流程，到2015年底，完成所有流程的实施。最后，作者对ITIL实施的阶段性成果进行了分析，并展望了未来IT服务管理的发展。从有形价值方面来看，通过改进IT相关流程，提高了资源的利用率，提升了企业的市场竞争力，提高了项目的准时交付率，流程间的集成度显著提高，流程中的角色分工明确，协作顺畅。从无形价值价值方面来看，IT作为业务流程改进的支撑动力而得到广泛的认同，从而使组织能够及时有效地针对发生在各个业务流程上的改变而对整体流程进行调整。同时，实施ITIL在VOLVO IT中国公司引起的理念相关的变革是非常积极的，推动了组织文化向服务靠拢。IT服务管理必将作为一种趋势，对其学术研究以及相关商业化的软件一定会迎来进一步的发展。更重要的是，IT服务管理流程的标准化程度也必将成为评判企业组织流程成熟度的一个重要绩效指标。
英文摘要：	With the rapid development of information technology, the focus on strategy of information technology perspective has gradually moved from IT system to IT service management. ITIL (Information Technology Infrastructure Library) as the actual standard in the area of IT service management has been widely accepted and adapted within the whole world. ITIL has been proven that it could bring the enterprise scientific IT management with lower cost and better service quality. Many European and American enterprises has successfully implemented ITIL, which have shown great benefit from the implementation. Many large-size domestic enterprises have got down to implementing ITIL. And research and discussion on ITIL has also been on going. One of the focuses is how to put the ITIL into practical usage. The purpose of this article is to specify some key points which should pay attention to during the ITIL implementation, and use popular evaluation model to verify the benefit that are brought by the IT service management. Meanwhile, tentative analysis on the problem regarding IT service management that large sized enterprises may encounter has also been made with some referential suggestions, which could be used as one practical case for other similar enterprises’ reference. In this article, the author firstly introduced the development of ITIL, the definition of IT service management and benchmarking management, as well as the main reason of adapting ITIL standard as the method for improving IT service management in VOLVO IT China’s practice. The core concept of IT service management is that the primary work objective of IT service provides focuses on providing customers with high quality IT services at low prices, no matter where the customer come from and what kind of the relationship between the IT provider and the customer. With regards the service quality and cost, it should be evaluated from the IT service receiver and business users’ points of view. IT service management is a kind of service-oriented IT management. IT service management extracts the core process of IT management activities, which enables IT management actives become more organized and controllable. ITIL as the best practice among the practice of IT service management can be considered as the most effective way. ITIL is an abstract set of IT management best practices, which focuses on standardization of enterprises’ IT management processes. Although ITIL describes clearly about what the standardized process look like, the methodology are not provided. The enterprise should make implementation plan based on their unique statuses. ITIL provides a universal framework for the service delivery activities of IT service management department as reference. These activities can be categorized into different processes which are correlated with each other. While the synergies happen among different processes, the high efficiency of this framework can be shown. Different tasks that belong to the scope of IT department’s responsibilities are distributed in different processes, e.g. service development and delivery, as well as infrastructure management and support, etc. Meanwhile, the 10 core processes and their relationship with each other combining with the reality of Volvo IT are also specified in the article. This methodology enables the IT service management best practice can be described in a common way, which may result in IT service management department’s service level can be enhanced. After then, the author makes a detailed introduction on the ITIL implementation project of Volvo IT China. This project adapts internal benchmarking methodology. From the beginning of this project, the current status and gap between Volvo IT China and headquarter are analyzed, which also shows the necessity of implementing ITIL. Volvo IT China refers to the implementation model and key performance indexes of Volvo IT headquarter and make its own ITIL implementation plan, try to identify the gap with benchmarking objective and make implementation plan by steps. Referring to many best practices of ITIL implementation, despite the synergy can be achieved by making a thorough implementation of all processes, most of best practices do not choose this way, instead considering the maturity level and the cost and resources needed for implementation, they always separate the whole implementation progress into different phases and implement two or three processes in initial phase, which implementation cost is relative low and can get outcome quickly. And the timely evaluations are made regularly. The implementation plans of following steps are made based on the output of previous steps in order to get rid of the risk. Due to the reason mentioned above, implementing service desk is planned as the first step, because service desk process has interfaces with all processes, which can be considered as the entry point of each process. Meanwhile, incident management process and problem management process are also considered as the implementation objectives in the first phase. In additional, configuration management process and change implementation process are tentatively implemented in the first phase. After making sure that the service desk, incident management process and problem management process are running properly, the implementation of configuration management, change management and other ITIL processes will be formally implemented. In the beginning of implementation execution, regrouping of resources was carried out. From organizational perspective, company regrouped the people with similar competency into one group and redefined the role of the people with different competencies and levels. From management perspective, matrix management is adapted in order to achieve knowledge sharing and central management of competencies. From resources perspective, moving the applications distributing in many local server machines to the mainframe in headquarters’ datacenter was performed in order to make the sure that the management of hardware and software can be centralized. After completion of resource regrouping, Volvo IT China finished implementing service desk process and incident management process in the middle of 2011. By the end of 2011, task management process and problem management process were accomplished, and change management process and configuration management process were tentatively introduced. Meanwhile, partnership management strategy was strengthened. According to the plan, all processes except for publish management and IT service continuity process will finish implementing. And by the end of 2015, the implementation of all processes will be finished. In the end, the author makes some analysis on the interim outcome, and foresees the development of IT service management. Tangible values brought that have been achieved are improvement of resource utilization rate, strengthening enterprise’s competitive power in market, improving projects’ on-time delivery rate and strengthening the integrity among processes. As for the intangible values, IT works as the supporting power towards business process improvement is widely accepted, which enable the organization timely adjust the whole processes while some changes happen on each individual process. Meanwhile, the conceptual change brought by implementation of ITIL in Volvo IT China is positive, which make the culture in organization more close to services. IT service management must be a trend, towards which the academy research and commercialized software will have further development. What is more, the standardization level of IT service management will definitely be a critical key performance indicator of organizational maturity.
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