PhD ITIL Thesis English

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  • 1. UNIVERSIDAD LA SALLE DIRECCIN DE POSGRADO E INVESTIGACIN CON RECONOCIMIENTO DE VALIDEZ OFICIAL DE ESTUDIOS NMERo 2005086 DE FEGHA 7 DE ABRIL DEL Ao 2OOO LAALINEACIN DE LAS TECNOLOGAS DE INFORMACIN CON LA ORGANIZACIN EN EL SECTOR FINANCIERO EN MXICO MEDIANTE LAADOPCIN DE PROCESOS BASADOS EN MEJORES PRCTICAS DE LA BIBLIOTECA DE INFRAESTRUCTURA DE TECNOLOGAS DE TNFORMACtN (tTtL) TESIS QUE PARA OBTENER EL GRADO DE DOCTOR EN ADMINISTRACINPRESENTA:Mauricio Corona ChvezAsesora:Dra. Ma. Luisa Saavedra GarcaMxico, D.F. 2011
  • 2. ContentsIntroduction . . . . . . . . . 1Statement for research project, delimitation and subject matter . . 4Question, objective and general research hypothesis . . . . 41 Strategic Management of Information technologies . . . 7 1.1 History Backgrounds, the financial System in Mexico . . . 7 1.2 Information Technologies strategy . . . . . . 10 1.2.1 Porters models and strategies for competitive forces . . . 11 1.2.2 Porters chain value analysis model . . . . . 18 1.2.3 Strategic frameworks for Information Technologies . . . 19 1.2.4 Frameworks for Global competition . . . . . 24 1.2.5 The Information Technologies and the infrastructure strategic management 282 Planning the Information Technologies . . . . . 44 2.1 Key areas for ITs on a developed nations . . . . . 44 2.2 Positions aspects for key areas . . . . . . 47 2.3 IT Key areas in a relatively new industrialized nations . . . 52 2.4 IT Key areas at underdeveloped nations . . . . . 56 2.5 IT Key areas at non-developed nations . . . . . 583 Organization Strategy . . . . . . . 63 3.1 Strategic vision for IT . . . . . . . 63 3.2 Harmonizing the organization and IT strategies . . . . 66 3.3 Business strategy, IT structure and alignment . . . . 72 3.4 Detailed Study Case . . . . . . . 78 3.4.1 Measuring the Information Technologies . . . . 784 Processes and the IT Service Management based on ITIL . . . 100 4.1 Processes theory . . . . . . . . 101 4.1.1 Product oriented organization . . . . . . 103 4.2 ITIL History . . . . . . . . 107 4.3 Service definition . . . . . . . . 126 4.4 Service administration . . . . . . . 128 4.5 Operational processes . . . . . . . 130 4.6 Tactical processes . . . . . . . . 137 4.7 Relationships between processes . . . . . . 1435 Research design . . . . . . . . 153 5.1 Research questions . . . . . . . 153 5.2 Research objectives . . . . . . . 154 5.3 Research hypothesis . . . . . . . 155 5.4 Research type . . . . . . . . 156 5.5 Measurement level and variables operationalization . . . . 158 5.6 Sample determination . . . . . . . 165 5.7 Instruments application . . . . . . . 168 5.8 Instruments . . . . . . . . 1696 Findings . . . . . . . . . 184 6.1 Hypothesis testing . . . . . . . . 184 6.2 Variables descriptions . . . . . . . 189 6.3 Outcomes of hypothesis testing . . . . . . 190 6.4 Hypothesis testing at organizations 1, 2, 3 . . . . . 228 6.5 Instruments reliability . . . . . . . 240
  • 3. 6.6 Conglomerate for outcomes of hypothesis testing . . . . 2427 Conclusions and recommendations for further researches . . 244Bibliography . . . . . . . . . 255Appendix#1 Instruments application . . . . . . 273Appendix #2 IT Service Financial Management . . . . . 290Appendix #3 Availability Management . . . . . . 295Appendix #4 Capacity Management . . . . . . 300Appendix #5 IT Service Continuity Management . . . . . 305Appendix #6 Service Level Management . . . . . . 310Appendix #7 Service Asset and Configuration Management . . . 313Appendix #8 Change Management . . . . . . 317Appendix #9 Release and Deployment Management . . . . 322Appendix #10 Problem Management . . . . . . 326Appendix #11 Incident Management . . . . . . 330Appendix #12 Services Desk . . . . . . . 334Appendix #13 Statistical analysis outcomes by each Organization . . 339Appendix #14 Glossary . . . . . . . . 341Appendix #15 Screen exits . . . . . . . 346
  • 4. List of figures1.1 Porter five strengths adapted model-based . . . . . 121.2 Wal-Marts Porter model . . . . . . . 141.3 Chain value Porter model . . . . . . . 181.4 Bakos & Treacy causal model for competitive advantage . . . 221.5 Global vision alignment with ITs using global directresses . . . 251.6 Decentralized organizational structure of a multinational strategy . . 311.7 Global strategy with an organizational centralized structure . . . 321.8 International strategy of a coordinated federation organizational structure . 331.9 International strategy with an integrated network . . . . 342.1 Global IT environmental model . . . . . . 602.2 Proposed model for an IT environment . . . . . 613.1 A and B IT Strategic vision and planning scheme Model based on the strategic visionand planning . . . . . . . . . 653.2 Research model example . . . . . . . 823.3 Alignments for the two dimensions scores, understanding actual objectives andshared IT vision . . . . . . . . . 933.4 Short term explanation alignment model . . . . . 943.5 Long term explanation alignment model . . . . . 964.1 Organizational unit processes mapping . . . . . 1044.2 Processes general model . . . . . . . 1054.3 Best practices sources . . . . . . . 1104.4. Value creation . . . . . . . . 127
  • 5. List of tables 1.1 Competitive forces impact and the IT role . . . . . 17 1.2 Porter & Millar five stages processes . . . . . 20 1.3 Stages in the lifecycles of the client goods . . . . . 23 1.4 Analysis of certain global commercial directresses . . . . 26 1.5 Global environment business, structure/strategy coordination . . 30 1.6 Global information management strategies alignment . . . 39 2.1 IT management key areas in US . . . . . . 45 2.2 IT management key areas in North America . . . . . 46 2.3 IT management key areas in Europe . . . . . . 46 2.4 IT management key areas in Australia . . . . . 47 2.5 IT management key areas . . . . . . . 48 2.6 IT management key areas in Singapore . . . . . 52 2.7 IT management key areas in Hong Kong . . . . . 53 2.8 IT management key areas in Taiwan . . . . . . 53 2.9 IT management key areas . . . . . . . 56 2.10 IT management key areas in India . . . . . . 572.11 IT management key areas in Africa underdeveloped nations . . . 58 3.1 Business units (BU) features and data gathering . . . . 87 3.2 Connection scale between the business planning scheme processes and the IT 89 3.3 Measuring the shared knowledge domain factor . . . . 90 3.4 Short term alignment explanation model . . . . . 94 3.5 Long term alignment explanation model . . . . . 96 4.1 Current IT departments vs. future IT departments comparison . . 100 5.1 Organization study subjects #1 . . . . . . 166 5.2 Organization study subjects #2 . . . . . . 166 5.3 Organization study subjects #3 . . . . . . 167 6.1 Organization #1 correlation IT Financial Management vs. Alignment . . 191 6.2 Organization #1 correlation Service Level Management vs. Alignment . 192 6.3 Organization #1 correlation Availability Management vs. Alignment . . 193 6.4 Organization #1 correlation IT Continuity Management vs. Alignment. . 195 6.5 Organization #1 correlation Capacity Management vs. Alignment . . 196 6.6 Organization #1 correlation Incident Management vs. Alignment . . 197 6.7 Organization #1 correlation Problem Management vs. Alignment . . 198 6.8 Organization #1 correlation Change Management vs. Alignment . . 199 6.9 Organization #1 correlation Release and Deployment Management vs. Alignment 200 6.10 Organization #1 correlation Service Asset and Configuration Management vs. Alignment . . . . . . . . . 201 6.11 Organization #1 correlation Service desk vs. Alignment . . . 202 6.12 Organization #2 correlation IT Financial Management vs. Alignment . 204 6.13 Organization #2 correlation Service Level Management vs. Alignment . 206 6.14 Organization #2 correlation Availability Management vs. Alignment . 207 6.15 Organization #2 correlation IT Continuity Management vs. Alignment . 208 6.16 Organization #2 correlation Capacity Management vs. Alignment . . 209 6.17 Organization #2 correlation Incident Management vs. Alignment . . 210 6.18 Organization #2 correlation Problem Management vs. Alignment . . 211 6.19 Organization #2 correlation Change Management vs. Alignment . . 213 6.20 Organization #2 correlation Release and Deployment Management vs. Alignment . . . . . . . . . 214
  • 6. 6.21 Organization #2 correlation Service Asset and Configuration Management vs. Alignment . . . . . . . . . 2156.22 Organization #2 correlation Service desk vs. Alignment . . . 2166.23 Organization #3 correlation IT Financial Management vs. Alignment . 2176.24 Organization #3 correlation Service Level Management vs. Alignment . 2186.25 Organization #3 correlation Availability Management vs. Alignment . 2196.26 Organization #3 correlation IT Continuity Management vs. Alignment . 2216.27 Organization #3 correlation Capacity Management vs. Alignment . . 2226.28 Organization #3 correlation Incident Management vs. Alignment . . 2236.29 Organization #3 correlation Problem Management vs. Alignment . . 2246.30 Organization #3 correlation Change Management vs. Alignment . . 2256.31 Organization #3 correlation Release and Deployment Management vs. Alignment . . . . . . . . . 2266.32 Organization #3 correlation Service Asset and Configuration Management vs. Alignment . . . . . . . . . 2276.33 Organization #3 correlation Service desk vs. Alignment . . . 2296.34 Significant and non-Significant relationship between IT Financial Management variables and alignment in Organizations #1,#2,#3 . . . . 2306.35 Significant relationship between Level Service Management variables and alignment in Organizations #1,#2,#3 . . . . . 2316.36 Significant relationship between Availability Management variables and alignment in Org...