IT Service Management for Hotel

1. IT SERVICE MANAGEMENT
UNTUK MENGATASI GAP DALAM
JASA PELAYANAN PELANGGANG
HOTEL
Dr. Yeffry Handoko Putra
SEMINAR SEHARI
IT SERVICE MANAGEMENT PADA PERHOTELAN
8 November 2013
Magister Sistem Informasi Magister Manajemen

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4. A Hotel Service Management Strategy & Planning
- a quick way of getting started…
 Rapid and structured technique for triaging customer pain points
 Rapid planning approach for IT service management capabilities
 Generates a collaboratively-developed strategic initiatives roadmap
 Based on accepted IT standards and practices like ITIL®, ISO &
Identify and prioritize your most urgent priorities
COBIT®
What hurts the most?
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5. Hotel Service Management: No longer just an IT problem
 Hotel are trying to solve real business
challenges
 Hotel Service management needs to address
these business issues
 Leverage accepted standards such as
ITIL, ISO, COBIT
 The right approach is to consider all the models
and frameworks while staying focused on the
business problem to be solved
The real goal…
“How do I deliver Hotel business
value?”
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6. Literature Review
Perceived Service Quality
 In a later Parasuraman et al. (1988) work, the authors reduced the original ten dimensions
to five. Each dimension is measured by five items (a total of 22 items across the five
dimensions). The definitive five dimensions were:
1) Tangible: the appearance of physical facilities, equipment, and personnel.
2) Reliability: the ability to perform the promised service dependably and accurately.
3) Responsiveness: willingness to help customers and provide prompt service.
4) Assurance: the knowledge and courtesy of employees, and their ability to inspire trust
and confidence.
5) Empathy: the level of caring and individualized attention that the firm provides to its
customers.

7. Hotel Service Management is Complex
 Changing Business Expectations
 Evolving IT Environment
 Stages in the Adoption of ITIL
 Continual, Proactive Service Improvement
 Lack of Skills and Resources
Service Management is evolving and changing. Realizing business
value means embracing a continual mode of learning and evolving
set of processes and experience.
“How do I put this all together?”
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9. Moving from best practices to effective implementation
You need well-trained people armed with the right information to execute welldefined, technology-enabled processes to deliver high-quality services to the
business functions they support
People
•
•
•
•
Roles, teams and functions
Skill requirements
Job descriptions
Performance indicators
Process
•
•
•
•
Staffing levels
Resource acquisition
Training curriculum
Staff training
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ISM architecture
Tool requirements
Tool evaluation and selection
Tool installation
Technology and information requirements
Policies and governance
Process design
Detailed workflows
Workflow implementation
Procedures
Information
Technology
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Development environments
Customization and integration
Testing
Deployment
•
•
•
•
•
•
Information requirements
Data model
Information flows
Interfaces and integration
Measurements
Reports

10. Standards and Best Practices… Alphabet Soup?
CMMI-DEV, CMMI-ACQ, CMMI-SVC
ISO 9001
ISO/IEC 20000
ISO/IEC 15504
ISO/IEC 38500
ISO/IEC 90003
13

11. The “crux” of service management is how do you get
from “knowing” best practices to “doing” them?
“we know”
CMMI-DEV, CMMI-ACQ, CMMI-SVC
ISO 9001
ISO/IEC 20000
ISO/IEC 15504
ISO/IEC 38500
ISO/IEC 90003
14
“we do”

12. ITIL v3 brought about a change to focus on the
Service Lifecycle
Continual Service
Improvement
Processes
Service Strategy
Processes
Service Design
Processes
Service Transition
Processes
Service Operation
Processes
Financial Management
Demand Management
Service
Reporting
Service Level Management
Service Portfolio Mgmt
Service Catalog Management
Strategy Generation
Availability Management
Capacity Management
Service Continuity Management
Information Security Management
Supplier Management
Change Management
Service
Measurement
Governance Methods
ow
Kn
le
dg
e
&
i
Sk
St
a
lls
Continual Service
Improvement
Service Asset and Configuration Management
nd
a
rd
s
Al
ig
Knowledge Management
nm
en
t
s
lty T
opic
Templates
Templates
Templates
n
n
on
c
c
cti
du
Ai
d
s
Qualifications
W
Service Evaluation
Event Management
y
ilit
lab
o
n
n
ntr
Co
n
Im tinu
pr al
ov S
em erv
en ice
t
I
I
I
iv
ive
t iv
c
c
cu
s
in
ic k
Qu
Release & Deployment Management
Incident Management
Service
Transition
Sc
a
Spe
cia
s
s
ies
ITIL
ice
rv
Se nt
a
al
ua me
i
i
v
v
tin ve
o
on pro
p
Co Imp
I
I
e
E
E
Ex
St
ud
y
Service Validation & Testing
tu
tud
Stu
Service
Strategies
Service
Operation
Service
Improvement
Transition Planning & Support
s
s
se
Ca
Service
Design
Request Fulfillment
Problem Management
Access Management
Operation Management
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Service Lifecycle Governance Processes
Service Lifecycle Operational Processes

13. Service Management Standards are expanding
The ISO IEC 20000 Series of International Standards for Service Management
Mappings
Study Group
Reports
Service Management
Process (Maturity)
Assessment
ISO/IEC 15504-8
16
20000-2 advice
20000-3 advice
Incremental
approach
Single step
approach
ISO IEC 20000-1 Service Mgmt Requirements
20000-XX Step 3
20000-XX Step 2
20000-XX Step 1
Service Management
Process Reference
Model
ISO/IEC 20000-4

14. ISACA/ITGI - COBIT, Govenance
 COBIT, Governance, Security, Business Case….
 New focus on Service Management
 ISO IEC 38500 Guidance
 COBIT in continual improvement – Management Controls of IT
Services
 Management Control and Governance of IT Services – not just
security and audit focus
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15. eTOM Release 8.0 Business Process Framework for Enterprise Management
Strategic &
Enterprise
Planning
Knowledge
& Research
Management
Strategic
Business
Planning
Knowledge
Management
Enterprise
Effectiveness
Management
Financial &
Asset
Management
Enterprise Risk
Management
Human
Resources
Management
Stakeholder &
Ext. Relations
Management
Corporate
Comms & Image
Mgt
Process
Management
& Support
Financial
Management
Business
Continuity
Management
HR Policies
& Practices
Business
Development
Research
Management
Enterprise
Quality
Management
Asset
Management
Security
Management
Organization
Development
Community
Relations
Management
Enterprise
Architecture
Management
Technology
Scanning
Program
& Project
Management
Procurement
Management
Fraud
Management
Workforce
Strategy
Shareholder
Relations
Management
Group
Enterprise
Management
Enterprise
Performance
Assessment
Audit
Management
Workforce
Development
Regulatory
Management
Insurance
Management
Employee
& Labor
Relations Mgt
Legal
Management
ITIL Release
& Deployment
Management
ITIL Service
Catalogue
Management
Facilities
Management
& Support
ITIL Change
Management
ITIL Service
Level
Management
ITIL
Event
Management
ITIL
Capacity
Management
ITIL
Incident
Management
ITIL Service
Asset & Confg
Management
ITIL
Problem
Management
ITIL Request
Fulfillment
ITIL Continual
Service
Improvement
ITIL
Info Security
Management
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ITIL
Availability
Management
ITIL Service
Continuity
Management
Revenue
Assurance
Management
Board &
Shares/Secur.
Management
www.tmforum.org

16. Mappings between models is routinely required in all
service management initiatives
Reference Model
ITSM best
practices (ITIL)
Best practices for IT service management
COBIT
IT governance control
Sarbanes-Oxley
US regulatory compliance for IT
CMMI
Improving project processes
eSCM
eSourcing
eTOM
Standard for telecom industry processes
ISO/IEC 17799
Measuring quality of information security
management
ISO/IEC 19770
Managing software assets
ISO/IEC 20000
Measuring the quality of IT service management
ISO/IEC 27001
Specification for information security
management systems
PRM-IT
Process reference model for IT
RUP
Software and systems development process
Six Sigma
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Purpose
Continuous improvement of processes

17. What else does it take to successfully implement best
practices?


Governance model

Capability maturity improvement
approach

Design & implementation methods

Project management

Tool Vendor Relationships and “one
throat to choke” if possible

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Implementation methods, assets and
skills
Reuse intellectual assets if possible

18. Hotel Investment in Service Management based on IBM
In the last 5 years, IBM has invested over $50 billion to advance Service
Management
 Investment in our People
 Investment in Service Management
Technology
 Investment in Service Management Best
Practices
Leverage years of experience, thought leadership
and proven best practices to navigate your way to
realizing Service Management benefits
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19. We take an integrated approach to best practices
IBM Service Management
Transforming Assets Into Business Value
IBM Service Management Model™
Governance Model
Business Component Models
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Mappings, Other Guidance
Mappings, Other Guidance
Information Reference Model
Organization Reference Model
ISM Reference Architecture
Software, Systems, Software as
Service, Cloud, Appliances, Financi
al Services, Business and IT
Services, Managed Services
Process Reference Model ™
Value
Services Reference Model for IT™

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21. IBM Development
SSME
Other
Models
Service Mgmt Standards
Managers
Set
Computer
Operations
Set
ITIL
Software
Support
Set
Service
Delivery
Set
Networks
Set
IBM Information
Systems Management
Architecture
Information System Management Architecture
Strategic
level
processes
Tactical level
process
Development
planning
Application planning
Data planning
Systems planning
Project planning
Strategic planning and control
Business strategic planning
Architecture definition
I/S strategic planning and control
Maintenance
control
Proj. assignment
Proj. scheduling
Proj. controlling
Proj. requirement
control
Proj. evaluating
Resource control
Change control
Resource and
data inventory
control
Service
Support
Set
IBM
IT Process
Model
v2
Service support
Service delivery
Software Asset Management
ICT
Infrastructure
management
Security
management
Application management
IBM Systems
Management
Solution Life Cycle
Phase 1
Define Solution Approach
Service planning
Service mkt. planning
Service level planning
Recovery planning
Security planning
Audit planning
Assessment
Strategy
Solution
Selection
Phase 2
Design Solution
v3
IBM Component
Business Model for
the Business of IT
IBM Process
Reference Model
for IT
Manage the Business of IT
Processes
Data
Organization
High Level Design
Detail Design
Information
services
Financial
administration
Staff performance
Education/training
Production
Distribution
Customer
services
Service
marketing
IT Direction
Solution
Development
Solution
Deployment
IT Operational
Services
IT Resilience
IT
Administration
Stakeholder
Requirements
Management
IT Strategy
Solution
Requirements
Change
Management
Service Execution
Compliance
Management
Financial
Management
IT Governance &
Management
System Capabilities
IT Customer
Transformation
Management
IT Research and
Innovation
Solution Analysis
and Design
Release
Management
Data Management
Security
Management
Service Marketing
and Sales
Architecture
Management
Solution Build
Configuration
Management
Event
Management
Availability
Management
Supplier
Relationship
Management
IT Governance &
Management
System Evaluation
Service Level
Management
Risk Management
Solution Test
User Contact
Management
Capacity
Management
Service Pricing
and Contract
Administration
IT Portfolio
Management
Solution
Acceptance
Incident
Management
Facility
Management
Workforce
Management
Problem
Management
IT Service
Continuity
Management
Knowledge
Management
Program and
Project
Management
Production and Dist.
scheduling
Resource and data
performance control
Problem control
Service evaluating
Administrative
services
IT Customer
Relationships
IT Governance &
Management
System Operation
Architecture
IT Governance
& Management
System
IT Governance &
Management
System Framework
Service Control
Operation
D
Development and
Maintenance
Application/software
dev. & upgrade
Appl./soft.
procurement
& upgrade
Hardware/facility
install. & upgrade
Maintenance
Tuning and system
balancing
Management system
dev.. & upgrade
Service management
The
business
perspective
Customer
Satisfaction
Management
Management
planning
Management system
planning
Management system
monitoring
Resource planning
Capacity planning
Skills planning
Budget planning
Tactical plan mgmt.
Operational
level
process and
Development
Planning to implement service management
Environmental
Strategy Set
Office
Environment
Set
v1
Environmental
Management
Set
eSCM
The technology
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Academia
The business
Public Domain Development
IBM has developed an entire set of intellectual assets to
help clients adopt and adapt best practices and standards
Manage Delivery
Phase 4
Deliver Service
Develop
Deploy
Phase 3
Implement Solution
Asset
Management
IBM Tivoli
Unified
Process

22. Example: Protel Air
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23. Q&A
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24. Thank you
Dr. Yeffry Handoko Putra
Ketua Pusat Studi Tata Kelola dan Kerangka Kerja IT
Email: pstk3it@gmail.com
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25. Best Practices in Hotel
Incremental Conformance:
Staged approach to implementing
requirements of a conformance standard.
Management System Requirements
Audit/Assessment
Body of Knowledge (BoK) or Library:
Code of practice, generally accepted
principles, what has worked for others and
what has not.
Advice, Guidance, Experience.
Learning, Practical Advice
Conformance Standard:
Auditable practices for a quality
management system. Yes/No
Management system requirements.
Audit/Assessment
Capability Model:
Different types of capabilities. Specific to a
context. IT enabled services, software
engineering.
Managing different things.
Comparison, Improvement
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Adoption Model:
Applying service management best
practices to increasingly valuable
business outcomes.
(Systems, IT Services, Business
Performance)
Managing different things.
Strategic Planning
Best Practices
Maturity Model:
How well a management capability is
performed. Independent of context. A
phased approach to doing things better.
Managing things poorly or well.
Diagnosis & Remediation Planning

26. More changes are also being considered
32
Quality Management Systems Requirements
ISO 9001
Governance Standards
ISO IEC NNNNN
ISO NNNNN
Application of ISO 9001
to Service Management
Service Lifecycle Processes
ISO IEC 90003
ISO IEC 12207
Application of ISO 9001
to Software Lifecycle
Software Lifecycle Processes
ISO IEC 90005
ISO IEC 15288
Application of ISO 9001
to Systems Lifecycle
Systems Lifecycle Processes
ISO 9001:2000 expects an organisation to:
• to identify processes required for production of high quality products
• to determine sequence and interaction of these processes
• to design and document each process
• to check and analyse the implementation of each process, and
continually improve effectiveness of the system

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28. IT Governance – International Standards
 ISO IEC 38500
– Governance of the management processes related to IT services.
 ISO IEC NWIP
– Guidance on adopting ISO IEC 38500 concurrent with process frameworks such as
ITIL, CobiT and VaL-IT
 ISO IEC Joint Technical Committee 1 and WG1A
– New High Level Governance Standards Working Group
 ISACA/ITGI
– New guidance on ISO IEC 38500 as well as service management
What does all this mean?
34
e
Strategy
Performance
Acq
uis
itio
n
nc
ma
for
Con
Evaluate
Direct
Monitor
• It highlights the importance of IT governance as well as
directing and controlling service management
• It makes clear that due to the risks, costs and human
effort involved IT services, that IT must be well governed.
• That, due to the significant levels of positive and negative
risk as well as costs related to IT, it is the responsibility of
the board of directors to direct that IT be well governed