Keuper / Oecking / Degenhardt Application Management

Challenges - Service Creation - Strategies
1. Auflage 2011
ISBN: 978-3-8349-6492-2
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 326 Seiten, Web PDF

Reihe: Business and Management (R0)

A number of eminent authors take a look at aspects of application management from a range of practical and theoretical perspectives and present possible solutions for current challenges, demonstrating the close links between service creation and service management.

Zielgruppe

Professional/practitioner

Autoren/Hrsg.

Keuper, Frank

Oecking, Christian

Degenhardt, Andreas

Weitere Mitwirkende

Arya, Anjali

Böhm, Markus

Bose, Bhaswar

Cerveau, Laurent

Degenhardt, Andreas

Endholz, Petra

Geier, Freddie

Keuper, Frank

Krause, Maximo Romero

Krcmar, Helmut

Leimeister, Stefanie

Madhukar, Irvathraya

Martens, Benedikt

Oecking, Christian

Riedl, Christoph

Schmidt, Benedikt

Schulmeyer, Christian

Täube, Florian

Teuteberg, Frank

Wolter, Katja

Inhaltsverzeichnis

1;Foreword;5
2;Introduction;7
3;Call for Papers;9
4;Table of Contents;10
5;Part 1: Application Management – Challenges and Chances;13
5.1;Application Management 2.0;14
5.1.1;1 Introduction;15
5.1.2;2 Application Management in the Light of the IT Industrialization Megatrend;17
5.1.2.1;2.1 Application Management;17
5.1.2.1.1;2.1.1 Definition;17
5.1.2.1.2;2.1.2 Forms of Application Management;19
5.1.2.1.3;2.1.3 Advantages of Application Management Outsourcing from the Company’s Perspective;19
5.1.2.2;2.2 IT Industrialization and Application Management;20
5.1.2.3;2.3 Drivers of the Industrialization of Application Management;21
5.1.2.4;2.4 Effectiveness and Efficiency Potential of Industrialized Application Management;23
5.1.3;3 Reference Models for the Industrialization of Application Management;25
5.1.3.1;3.1 IT Infrastructure Library (ITIL);27
5.1.3.2;3.2 Application Services Library (ASL);29
5.1.4;4 Application Management Service Roadmap – Shifting from Application Management 1.0 to Application Management 2.0;31
5.1.5;5 Success factors for the Transition to Application Management 2.0;33
5.1.6;6 Summary;36
5.1.7;References;37
5.2;Cloud Computing - Outsourcing 2.0 or a new Business Model for IT Provisioning?;40
5.2.1;1 Introduction;41
5.2.2;2 The Cloud Computing Concept: Definition of a new Phenomenon;42
5.2.2.1;2.1 State of the Art;42
5.2.2.2;2.2 A Definition of Cloud Computing;45
5.2.2.3;2.3 The Layers of Cloud Computing;45
5.2.2.3.1;2.3.1 Cloud Application Layer;46
5.2.2.3.2;2.3.2 Cloud Software Environment Layer;46
5.2.2.3.3;2.3.3 Cloud Software Infrastructure Layer;47
5.2.2.3.4;2.3.4 Software Kernel Layer;48
5.2.2.3.5;2.3.5 Hardware / Firmware Layer;48
5.2.3;3 Differences between Cloud Computing and the Traditional Provision of IT;49
5.2.3.1;3.1 The Evolution from Outsourcing to Cloud Computing;49
5.2.3.2;3.2 A Comparison of Outsourcing and Cloud Computing Value Chains;51
5.2.3.2.1;3.2.1 Traditional IT Service Outsourcing Value Chain;51
5.2.3.2.2;3.2.2 Cloud Computing Value Chain;52
5.2.3.2.3;3.2.3 Comparison;53
5.2.4;4 Cloud Computing Business Models;54
5.2.4.1;4.1 Actors and Roles in Cloud Computing;54
5.2.4.2;4.2 The Platform Business Model;55
5.2.4.3;4.3 The Aggregator Business Model;57
5.2.5;5 Conclusion and Perspectives;58
5.2.5.1;5.1 Contribution to Research;58
5.2.5.2;5.2 Contribution to Practice;59
5.2.5.2.1;5.2.1 Perspectives for Customers;59
5.2.5.2.2;5.2.2 Perspectives for Service Providers;59
5.2.5.3;5.3 Outlook and Further Research;60
5.2.6;References;61
6;Part 2: Application Management– Service Creation and Quality Management;65
6.1;Essential Bits of Quality Managementfor Application Management;66
6.1.1;1 Introduction;67
6.1.2;2 Quality Planning;68
6.1.2.1;2.1 Understanding the Customers’ Quality Requirements;68
6.1.2.2;2.2 Considering the Organizational or Corporate Quality Standards;69
6.1.2.3;2.3 Considering the Organizational Business Goals and Objectives;69
6.1.2.4;2.4 Determine Methods, Tools, Metrics, Reports and Review Mechanisms to achieve the Quality Objectives;70
6.1.2.5;2.5 Create Quality Control, Quality Assurance and Continuous Improvement plans;71
6.1.3;3 Quality Control;72
6.1.3.1;3.1 Creation of the Quality Control Plan based on the Input, Process and Output Requirements;72
6.1.3.2;3.2 Implementation of the Quality Control plan;74
6.1.3.3;3.3 Validation of the Quality Control Plan against the desired Objectives;74
6.1.3.4;3.4 Review and Update of the Quality Control Plans;74
6.1.4;4 Quality Assurance;75
6.1.4.1;4.1 Preparation of the Quality Audit plans;76
6.1.4.1.1;4.1.1 Quality Audits for ensuring Application of Quality Standards;76
6.1.4.1.2;4.1.2 Quality audits to check Application of process Steps at Transaction Level;76
6.1.4.2;4.2 Implementation, validation, review and updating of Quality Plans;77
6.1.5;5 Quality Improvement;77
6.1.5.1;5.1 Determination of the Opportunities for Quality Improvement;78
6.1.5.2;5.2 Prioritization of Opportunities;79
6.1.5.3;5.3 Analysis for Root Cause Identification and Determination of the Solutions;80
6.1.5.4;5.4 Implementation of the Solution;80
6.1.5.5;5.5 Monitoring and Controlling the Gains Achieved;81
6.1.6;6 Conclusion;81
6.1.7;References;82
6.2;Resource and Competency Management - Know and manage your People;83
6.2.1;1 The Market defines the Demand for Resource and Competency Management;84
6.2.2;2 Resource and Competence Management as a Critical Factor of Success;85
6.2.2.1;2.1 Defining the Appropriate Business Strategy supported by the VRIO Model;85
6.2.2.2;2.2 Economic Impact of People;87
6.2.2.3;2.3 Leverage of the company’s value system and business relationship;89
6.2.3;3 Competency Management at Global Application Management of Siemens;91
6.2.3.1;3.1 Overview of Resource Management;92
6.2.3.2;3.2 Introduction to Competency Management – a Part of Resource Management;93
6.2.3.3;3.3 Development of a Competency Structure;95
6.2.3.3.1;3.3.1 Hierarchical Model;95
6.2.3.3.2;3.3.2 Level Model;97
6.2.3.4;3.4 Concept of Competency Management;99
6.2.3.4.1;3.4.1 The Operative Competency Management Cycle;100
6.2.3.4.2;3.4.2 Integration into Strategic Planning Cycle;102
6.2.3.5;3.5 Surrounding Conditions;103
6.2.4;4 Conclusion;104
6.2.5;References;105
7;Part 3: Application Management – Strategies and Instruments;107
7.1;Knowledge Management Strategies and Instruments as a Basis for Transition to Application Management;108
7.1.1;1 Introduction;109
7.1.2;2 Knowledge Management;109
7.1.2.1;2.1 Basics and Definitions;109
7.1.2.2;2.2 Concept of Knowledge Management according to NONAKA and TAKEUCHI;110
7.1.2.3;2.3 Concept of Knowledge Management according to PROBST, RAUB and ROMHARDI;112
7.1.2.4;2.4 Concept of Process-oriented Knowledge Management;114
7.1.2.5;2.5 Structured Framework for Knowledge Management;116
7.1.3;3 Knowledge Transfer;118
7.1.3.1;3.1 Organizational Aspects of Knowledge Transfer;120
7.1.3.2;3.2 Technical Aspects of Knowledge Transfer;122
7.1.3.2.1;3.2.1 Service Knowledge Management Base;122
7.1.3.2.2;3.2.2 Reverse Business Engineering;124
7.1.3.2.3;3.2.3 Live Tools;125
7.1.3.2.4;3.2.4 Knowledge Maps;126
7.1.3.2.5;3.2.5 Support Matrix;126
7.1.3.2.6;3.2.6 Knowledge Modeling and Description Language;127
7.1.3.3;3.3 Significance of Communication;130
7.1.3.4;3.4 Governance;131
7.1.3.4.1;3.4.1 Key Indicators to Measure a Transition;132
7.1.3.4.2;3.4.2 Risks and Critical Success Factors;133
7.1.4;4 Summary;134
7.1.5;References;135
7.2;Towards a Reference Model for Risk and Compliance Management of IT Services in a Cloud Computing Environment;137
7.2.1;1 Introduction and Motivation;138
7.2.2;2 IT Outsourcing – From the Roots to the Clouds;138
7.2.3;3 Related Work;140
7.2.3.1;3.1 Framework of Analysis;140
7.2.3.2;3.2 Cloud Computing;142
7.2.3.3;3.3 Risk and Compliance Management in IT Outsourcing;144
7.2.3.4;3.4 Problems and Open Issues in Cloud Computing;145
7.2.4;4 Reference Model;147
7.2.4.1;4.1 Meta Reference Model and Sources for Construction;148
7.2.4.2;4.2 IT Service Model;149
7.2.4.3;4.3 Risk Model;151
7.2.4.4;4.4 Compliance Model;154
7.2.4.5;4.5 Key Performance Indicator Model;155
7.2.5;5 Implementation of the Reference Model using ADOit;157
7.2.6;6 Conclusions and Future Work;158
7.2.7;References;160
7.3;Learning over the IT Life Cycle – Advantages of Integrated Service Creation and Service Management;165
7.3.1;1 Introduction;166
7.3.2;2 Theoretical Background;168
7.3.2.1;2.1 Project Business and Organizational Learning;168
7.3.2.2;2.2 International Management;170
7.3.2.3;2.3 Economic Geography;172
7.3.2.4;2.4 Enforced Geographical Dispersion and the role of technology;173
7.3.3;3 Empirical evidence;174
7.3.3.1;3.1 Methods and Data;175
7.3.3.2;3.2 Results;175
7.3.4;4 Discussion and Conclusion;175
7.3.4.1;4.1 Implications for software development and management;175
7.3.4.2;4.2 Contribution and Limitations;176
7.3.5;References;177
7.4;Competitive Intelligence;181
7.4.1;1 Introduction;182
7.4.2;2 Competitive Intelligence;183
7.4.2.1;2.1 Purpose and Benefits of Intelligence in Business;186
7.4.2.2;2.2 Competitive Technology Intelligence;188
7.4.3;3 Competitor Analysis System;188
7.4.3.1;3.1 The Components of a Competitor Analysis;189
7.4.3.2;3.2 Planning and Direction;191
7.4.3.3;3.3 Developing a Competitor Analysis System;192
7.4.3.3.1;3.3.1 Data Collection and Evaluation;194
7.4.3.3.2;3.3.2 Analysis;199
7.4.3.3.3;3.3.3 Dissemination;203
7.4.4;4 Summary and Perspectives;208
7.4.5;References;210
7.5;Morphological Psychology and its Potential for Derivation of Requirements from Web Applications using Examples of Customer Self Care Instruments;213
7.5.1;1 Psychological Dimensions of Web Applications and Customer Self Service Applications;214
7.5.2;2 Analysis of User Barriers of Customer Self Service Applications;214
7.5.2.1;2.1 User Barriers in Self Service;215
7.5.2.2;2.2 User Barriers of IuK based (Self) Service;217
7.5.2.3;2.3 Consequences for Customer Satisfaction and Customer Retention;219
7.5.2.4;2.4 Interim Conclusions;221
7.5.3;3 Relaxation Approaches for Overcoming User Barriers;223
7.5.3.1;3.1 Approaches of Human-Computer Interaction;224
7.5.3.2;3.2 Approaches of Media Psychology;226
7.5.3.2.1;3.2.1 Analysis of the quantitative Use of the Internet;226
7.5.3.2.2;3.2.2 Analysis of User Typology Analysis;227
7.5.3.2.3;3.2.3 Analysis of the Stable Variables of the Individual;229
7.5.3.2.4;3.2.4 Analysis on Cognitive-Psychological Basis;230
7.5.3.2.5;3.2.5 Analysis of Subjective Components of the Usage Situation;231
7.5.3.2.6;3.2.6 Interim Conclusions for the Analysis of the Usage Situation;237
7.5.4;4 Analysis of Usage Constitution for Overcoming User Barriers;239
7.5.5;5 Usage Constitutions in the Morphological Market Psychology;248
7.5.6;6 Criticism of Morphological Psychology;250
7.5.7;7 Interim Conclusions;251
7.5.8;8 Transition of the Concept of Usage Constitution in the After Sales Phase;252
7.5.9;9 Protohypothesis with Regard to the Relevance of User Barriers and Constitution while Designing Self Service Applications;253
7.5.10;References;254
8;Part 4: Application Management – Case Studies;260
8.1;Case Study – Successful Outsourcing Partnership;261
8.1.1;1 Introduction;262
8.1.2;2 Scenario;262
8.1.3;3 Transition;263
8.1.3.1;3.1 Major Contributors;264
8.1.3.2;3.2 Transition Team;265
8.1.3.3;3.3 Project Governance and Quality Management;267
8.1.4;4 Steady State Operations;268
8.1.4.1;4.1 Governance;269
8.1.4.2;4.2 Incident and Problem Management;270
8.1.4.3;4.3 Change Control;271
8.1.4.4;4.4 Escalation Management;272
8.1.4.4.1;4.5 Service Level Agreement;273
8.1.4.5;4.6 Contract Management/Service Request Management;274
8.1.4.6;4.7 Risk Management;275
8.1.4.7;4.8 Ressource Management;276
8.1.4.8;4.9 Knowledge Management;277
8.1.4.9;4.10 Financial Management;279
8.1.4.10;4.11 Quality Management and continues improvement;279
8.1.5;5 Summary – The partnership;281
8.1.5.1;5.1 Highlights and Lessons-learned;282
8.2;Successful Choreography for a Software Product Release – Dancing to deliver a final Product;283
8.2.1;1 Introduction;284
8.2.1.1;1.1 The Impact of an Efficient Release Path;284
8.2.1.2;1.2 A Set of Software Methodologies;284
8.2.1.3;1.3 To make a successful Graft;285
8.2.2;2 A Basic Set of Interaction Rules;286
8.2.2.1;2.1 Imply the whole Company;286
8.2.2.2;2.2 The Teams in Presence;287
8.2.2.3;2.3 Commitment Seeking – Reviews;288
8.2.2.4;2.4 The Art of Polyrhythm;289
8.2.2.5;2.5 When the Music is over;289
8.2.3;3 Companion Tools;290
8.2.3.1;3.1 Internal Distribution Process;290
8.2.3.2;3.2 Automatic Software Build Environment;290
8.2.3.3;3.3 Versioning;292
8.2.3.4;3.4 Starting from the Source – Control Management System;293
8.2.3.5;3.5 Packaging and the Distribution Process;295
8.2.3.6;3.6 Be ready for Feedback (and issues!);296
8.2.3.7;3.7 Additional Notifications;298
8.2.4;4 Develop the Developers;298
8.2.4.1;4.1 The Meanings of “Growth”;299
8.2.4.2;4.2 Engineering Steps;299
8.2.5;5 Conclusion;300
8.2.6;References;301
8.3;Global Production Center in Latin America for Application Management Services;302
8.3.1;1 Latin America – Emerging Region;303
8.3.2;2 Focus on Application Management;304
8.3.3;3 Global Production Center in Latin America – (GPC);306
8.3.3.1;3.1 Laborforce Availability in Latin America;309
8.3.3.2;3.2 Brazil, Growth and largest Economy in Latin America;309
8.3.3.3;3.3 Argentina, Substantial Potential for Offshoring;311
8.3.4;4 GPC Mercosur, a Key Location in the Global Production Center network;312
8.3.4.1;4.1 Incident Management;313
8.3.4.2;4.2 Common Ticketing Tool across all Global Production Centers;313
8.3.4.3;4.3 Common Delivery Pool (CPD) Concept;314
8.3.4.4;4.4 Service Level Agreements (SLA) Management;315
8.3.4.5;4.5 Description of “follow the sun” Concept;316
8.3.5;5 Customer Service Organization, Customer intimacy;316
8.3.6;6 Key Findings – Why a GPC in Mercosur?;317
8.3.7;7 Key Findings – General Conclusions about Latin America?;318
8.3.8;References;319
9;List of Authors;320
10;Index;325

Über Autor(innen)

Prof. Frank Keuper holds the chair in business administration, especially convergence management and strategic management at Steinbeis University, Berlin. He is also academic head and director of the Sales & Service Research Center (partner of Telekom Shop Vertriebsgesellschaft mbH) and the T-Vertrieb Business School (partner of Telekom Deutschland GmbH).
Christian Oecking is Chairman of the Management Board at Siemens IT Solutions and Services GmbH.
Andreas Degenhardt is Head of Global Application Management at Siemens IT Solutions and Services GmbH.