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proposals of the Information Technology Process
Institute (ITPI) and the Software Engineering
Institute (SEI) (Antao, 2005).
Specifically for Macro-process service man-
agement, the indicators identified were for: ef-
fectiveness and efficiency at the highest levels
of availability and service levels; satisfactory and
sustainable security; low quantity of unplanned
changes; high rate of change; high rate of changes
with success; lower repetition of problems found
through auditing; low cost; high success rate in
first time correction; low percentage of IT budget
consumed in regulatory matters; and IT budget per-
centage consumed during the operation. Among
the various settings of IT Governance, the most
recurrent is one that identifies the main activity
of IT Governance as support for decision mak-
ing at all levels of the IT enterprise (Simonsson
& Ekstedt, 2006).
To identify service management causes that
create a perception of low or high quality of pro-
duction, operational services were based on the
Information Technology Infrastructure Library
(ITIL). In addition, the results of research devel-
oped by ITPI also will be used. Specifically for the
Delivery, it is worth examining the main causes
discovered by ITPI, which impact the quality of
IT operational services of production as perceived
by its consumers.
From this research six main causes were
verified that contribute to the degradation or im-
provement of IT operational service production as
carried out by its high percentage of consumers.
They are: a high rate of unplanned changes; a high
rate of non-authorized accesses; low authorized
release success; low efficiency in troubleshooting;
high non-operating level agreements; and low
correlation of configuration items. These causes
contribute to the perception of poor quality services
provided to IT service consumers.
The ITPI (2005) recommends implementing
control objectives, change control, access control,
release control, resolution control, service-level
control and configuration control. Each objective
has a distinct level of importance, and the change
control objectives and dominant access are more
important in relation to release control objectives,
resolution, service level and configuration.
The process level includes activities that
allow macro-process service management mod-
eling. The service management processes are
divided into release management, managing
changes in production, fulfilling service requests,
maintenance of operational services, incident
and problem resolution and configuration item
management (Betz, 2007). Process level, the
improvement of service provisioning may in-
crease the chances of success, especially when
certification service management is obtained.
The level of implementation includes features
that enable the implementation of the Delivery
activities. This presented an approach focused on
people management and information systems and
support. The IT professional's profile in Delivery
takes care of the Enterprise's service managing.
Some technical skills expected are governance
knowledge and service management, including
skills in handling support and information systems,
mastering the products and tools that support the
service portfolio and the process management
domain, with an emphasis on quality service
assurance.
Among behavioral skills, the ones that stand
out are interpersonal capacity, self-motivation and
self-management, collaborative work capacity,
capability to identify and solve problems.
The list of information systems and typical
support that can uphold the automation of IT
area Delivery is change management, availability
management, incident and problem resolution and
configuration item management (Betz, 2007).
components and their relationships
The components are related as a network with
reference to the range of services offered by
each. Thus, the relationship of the components
is determined by the relationship of supply and
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