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    Title: 以ITIL流程改善模型進行SLM導入之研究─以某證券公司資訊部門為例
    Authors: 林良原
    Lin, Liang Yuan
    Contributors: 周宣光
    Chou, Shrang Kuang
    林良原
    Lin, Liang Yuan
    Keywords: IT服務管理
    服務水準管理
    服務水準協議
    操作水準協議
    服務水準指標
    IT服務財務管理
    能力管理
    IT服務持續性管理
    可用性管理
    IT Service Management
    Service Level Management (SLM)
    Service Level Agreement (SLA)
    IT Service financial Management
    IT service Continuity Management
    Availability Management
    Date: 2004
    Issue Date: 2009-09-18 14:53:24 (UTC+8)
    Abstract: 隨著主管機關對金融商品規定的鬆綁，金融機構業務型態的變化越來越多，量也越來越大，對資訊系統依賴的程度也越來越高。其中，證券公司業務的執行及對客戶的服務，更是高度依賴IT服務的可用性、可靠性、安全性和表現的效能。然而，IT與業務部門需求認知上的落差及IT部門在企業內扮演角色認知上的錯誤及不當的IT管理方式，反而讓問題的發生層出不窮，IT也經常落入問題處理的深淵。

    問題的複雜度雖然不斷提高，相對於業務單位對系統穩定性的要求卻更高。問題是：企業不可能因為追求效率上的完美而不斷花錢投入IT資源。在IT資源有限的情況下，IT部門須對這些問題，進行更有效的管理及回應。因此，IT治理不僅已成為金融機構實現業務目標的基本要素，也是獲取客戶信任不可或缺的元素。本論文則嘗試透過導入行之有年的ITIL管理方法，協助解決證券公司資訊部門的困境。

    為能達到良好的IT服務治理結果，本研究針對業務單位對IT部門所提供的資訊服務期望，透過ITIL的服務水準管理流程（Service Level Management，SLM）來加以定義及描述。主要做法：

    1.利用ITIL流程改善模型（Process Improvement Model）的四階段步驟，參考營業服務管理（Business Service Management，BSM）的觀念與做法，讓IT單位與業務部門能有更好的溝通。
    2.依據溝通的結果產出實際可行之服務水準協議。簡言之，即是由使用者的角度去找出所需達到的IT服務標準。還可依此畫出營業服務與IT服務間之對應關係，明確彼此的責任。
    3.透過重複不斷的檢討與回饋，讓IT服務能越來越符合實際業務的需要。

    本研究發現，透過案例「致富快手」系統在服務水準管理流程中所獲得的業務單位對IT部門的服務期望資訊，對照現況IT部門的服務表現與目標水準的差異分析。的確可以協助IT部門就資訊服務的提供現況來推導，以獲致未來可進行服務改善的目標項目。而不再是以個人的直覺來進行系統維護與IT投資，這些效益還包括：

    1.增進IT了解自己在企業營運上的價值貢獻；體會與業務單位的分工合作關係，減輕彼此的對立。
    2.營業服務關鍵流程協助IT部門進行資源佈署，優化IT投資。
    3.對營業服務關鍵流程，提供一具體、可量化的衡量標準與描述。可依此建立SLA與OLA。
    4.服務期望與服務現況比較，了解IT服務對營業服務支持程度。
    5.服務期望與服務現況差異化分析，為日後服務改善之依據。
    6.營業服務與IT資源對應，明確IT資源關鍵元件；為備援建置及容量管理之重點對象。
    7.以Business/IT知識庫檢視監控機制涵蓋程度，做為服務改善之目標。
    8.透明IT營業支援服務體系，增進雙方溝通與問題處理有效性。

    研究中也發現，服務水準管理流程只是在規範IT服務相關單位的行為活動。也就是說，服務水準管理流程其實只是在訂定IT服務的目標，至於應如何來實現，仍須藉由其他服務提供(Service Support)流程的有效支持；改善的具體實現，又會反應在服務水準指標的執行結果上，兩者其實為互相呼應，相輔相成的因果關係。
    As the finance production deregulates, the financial institutions could run more and more various businesses. In order to offer quality service, it’s necessary to have IT support in the back. So does Security Corporation. The business performances of a security corporation almost depend on an available, reliable, and secure IT services. However, there are some problems occurred between the business and IT units. In one hand, they both have misunderstanding in cognition to the other party; on the other hand, passive attitude and ineffective management of IT department made two groups always unsatisfied to each other. Furthermore, the spending of IT investment in a company is limited, but the business units continually require of better performance requirement. The atmosphere between two parties is in tension.

    For solving those problems, the study of IT governance comes out. It helps organization offer better IT service under limited resources. Moreover, IT governance is not only the effective method to realize business object, but the important one to obtain the customers’ trust. As the result, we use one of IT governance methodology, ITIL (IT Infrastructure Library), to resolve the predicament of IT department in the security corporation.

    In this paper, we identify the expectation to IT service from Business units using the concept of SLM (Service Level Management) module described in ITIL. Our analysis steps are as follow:

    I.Understand the needs: We use the “Process Improvement Model” in ITIL and the concept in BSM (Business Service Management) to analyze the “real” requirements from business units.
    II.Settle and implement the agreements: After clarify the relationship between business function and IT service, the most important document in SLM, SLA (Service Level Agreement), will be ready for recording the result of negotiation of two parties. It’s also good for addressing the responsibility.
    III.Review and improve the IT services: After implement, it’s necessary to review the result, and get the feedback for next service improvement. By continuous improvement, IT service will be able to match the business needs.

    In the case, we conduct the gap analysis between the expectation of business department and real performance of IT service. It helps IT department to understand “where we are” and “what we want”. Through the result of the comparison, it provides an obvious direction for service improvement, instead of by “intuition” only. It also includes other benefits like that:

    I.The IT department can realize its role in whole enterprise. It could have better cooperation with business department.
    II.The BSM helps IT manager to deploy its resources and optimize the investment in IT.
    III.The methodology provides a concrete, measurable standard and description to the business. It’s useful to establish the SLA and OLA (Operation Level Agreement).
    IV.The comparison between expectation and current status can show how the level of IT services support business services.
    V.The gap analysis provides the direction of service improvement.
    VI.The IT resources components are highlighted. Those components are major objects in backup mechanism and capacity management.
    VII.The Business/IT Knowledge base helps to review the range of monitor.
    VIII.The IT support system can be revealed. It is benefit to communication and problem management.

    The study shows that Service Level Management focus on how to restrict the action of IT Services provider. In other words, the whole process just helps to fine out the object of IT Services. It also needs support of other Service Support processes. Furthermore, the services’ quality improve will be showed by the Service Level Index. The SLM and other process complement to each other. To sum up, SLM is good for IT units to identifying needs and catching them. However, it should implement with other process to get better effect.
    Reference: 英文部分：
    1.W. Maurer, R. Matlus, N. Frey, “A Guide to Successful SLA Development and Management, ” GartnerGroup, 2000/10.
    2.IBM, ”Service Level Management Using IBM Tivoli Service Level Advisor and Tivoli Business Systems Manager,” International Technical Support Organization, 2004/12.
    3.HP Corporation. HP ITSM Reference Model Whit Paper. Published：January 2000 Version 2.0.
    4.John Bartlett, etc.. Service Delivery. OGC, 2002
    5.John Bartlett, etc.. Service Support. OGC, 2001
    6.Paul Graham, etc.. ICT Infrastructure Management. OGC, 2002
    7.Jan van Bon. IT Service Management, An Introduction. Van Haren Publishing, 2002
    8.Planning to Implement Service Management. OGC, 2002
    9.IT Service Organization. CCTA, 1993
    中文部份：
    1.服務管理：營運、戰略與信息技術(第2版)。北京：機械工業出版社，2000
    網路部份：
    1.國際ITIL組織官方網站：http://www.itil.org
    2.國際IT服務管理入口網站：http://www.itsmportal.com
    3.國際IT服務管理論壇(ItSMF)官方網站：http://www.itsmf.com
    4.英國政府商務部(OGC)官方網站：http://www.ogc.gov.uk
    5.IBM 官方網站：http://www.ibm.com
    6.HP 官方網站：http://www.hp.com
    7.BMC官方網站：http://www.bmc.com
    8.Microsoft官方網站：http://www.microsoft.com/mof
    9.Gartner 官方網站：http://www.gartner.com
    10.CNET 官方網站：http://www.zdnet.com
    11.META Group, IT服務管理廠商的市場定位, http://www.software.hp.com
    12.中國IT治理論壇網站：http://www.itgov.org
    13.中國華安信達（China CISSP）計算機系统安全咨詢網站：http://www.chinacissp.com
    14.中國信息化賽迪網站：http://www.ccidnet.com
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    91932605
    93
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0091932605
    Data Type: thesis
    Appears in Collections:[Executive Master of Business Administration] Theses

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