Current situation analysis and development trend o

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Analysis of the current situation and development trend of IT service management in China

the first aspect is to talk about the development process, current situation and challenges we face in China's IT service management. The second aspect is to communicate with you about our future development trend and solutions in the face of such challenges and current situation. The third aspect is about our views on promoting the development of IT service management in China. I will report these contents to you in combination with itgov's research results and practice over the years

I. The history, current situation and challenges of IT service management in China

first of all, let's take a look at why the field of IT service management has received widespread attention and attention in recent years. Let's take a look at the two figures together. In the first picture, through the in-depth study and analysis of the informatization work of various party and government organs in a city last year, we found two characteristics. First, the informatization work has entered the stage of in-depth and integrated application from the previous large-scale construction stage. How to make good use of it has become a matter of concern. Second, outsourcing is largely considered in the whole IT service management work. As a government department and party a unit, we should pay attention to how to manage the outsourcers well. Based on the above two characteristics, Party A's role now needs to be transformed from the executive level to the management level, and from the previous management role to the decision-making perspective. Such a role transformation requires us to be equipped with corresponding management capabilities. This is of great concern to everyone, including Party A and the operation and maintenance provider. As Party B, it service provider, how to carry out standardized, scientific and professional IT service management has become a very concerned issue

the second figure shows the "two eight" phenomenon in the whole it life cycle. We see the first "two eight" phenomenon. In the whole information life cycle, the application stage and operation and maintenance stage account for 80% of the time. The second "28" phenomenon is that a large number of information benefits are reflected in this stage. The real value and benefits of information work cannot be separated from the operation and maintenance stage. How to make good use of it is our concern. Third, in this process, our investment in informatization used to focus on construction. At this stage, we invested a lot of money and funds. Now we can see that a large number of government units, communication enterprises and banking industry have insufficient investment in the operation and maintenance stage. If this stage is not managed well, our total cost of ownership (TCO) is very huge. How to manage this stage well is also a topic of great concern to us

through these questions, we can see that the whole development stage of informatization has gradually shifted from large-scale construction to application-based operation and maintenance. For operation and maintenance, there are still many challenges in all units, and the management ideas and methods used in the construction period are not suitable for the management needs at this stage. The first challenge is the problem that it and business cannot be fully integrated. How to make informatization really bring business value is a topic of great concern

secondly, many units face great challenges in the positioning of operation and maintenance work. Many enterprises have inaccurate positioning of operation and maintenance, including the division of the interface of operation and maintenance, and it is difficult to reach a consensus

the third aspect is the construction of transit maintenance. Many units, including banking and telecommunications, have no problem with good infrastructure management, but it is a headache when it comes to application operation and maintenance. Therefore, how to do well in the construction, transportation and maintenance stage is also a headache for everyone. In many fields and industries, the coordination of development, construction and operation and maintenance departments is a great challenge. When it comes to the government, we can see that the information system construction of government units is done by an outsourcer, but if the operation and maintenance is transferred to another outsourcer, it is a great challenge, so how to do this work? How to minimize the risk of one construction company and another operation and maintenance company is a topic of great concern

thirdly, the problems of vague business needs and shortage of human resources are also a headache for CIOs. The demand of business departments is continuous, human resources are scarce, business demand is unstable, and business demand is not standardized management

fourth, the requirements of external compliance are also a headache for everyone. As a listed company in the banking industry and the United States, it should meet the requirements of foreign Basel II and Sox, as well as the requirements of SASAC's comprehensive risk management, the requirements of Olympic security, the requirements of the 17th National Congress, etc. these materials are used in the field of railway and aerospace. It can be seen that we are very passive, so whether we can establish a mechanism to respond to changes with constancy and establish this management system is also a big problem. We should change passivity into initiative and establish a standardized management and control system. At present, we are assisting the Ministry of finance to establish this standardized management and control system

fifth, the selection of operation and maintenance mode and the management of operation and maintenance outsourcing. The operation and maintenance of many units are decentralized and inefficient, and the management of subcontractors is a matter of great concern. There is no effective way to manage outsourcers

sixth, we are also very concerned about the issue of operation and maintenance costs. For example, many units want to do professional operation and maintenance, and want to outsource, but there is no funds, because there is no budget caliber from the financial level, so there is no way to apply for this money. In the past, we used to squeeze money from special funds and office funds to do operation and maintenance work, but with the large-scale completion of the construction, to the application stage, this money is difficult to squeeze out. Last year, we assisted the Beijing Municipal Government in this regard

seventh, it performance. Everyone has done a lot of unknown work. It's ok if nothing happens. If something happens, go to it. How to reflect it benefits and values is also a topic of vital interest to everyone

there are many similar problems and challenges. To sum up, 80% of the problems are IT management and mechanism problems

next, we will analyze the development trend of domestic IT service management as a whole. If we divide the practice of organizational IT service management into several levels, we can really build a continuously optimized management system, and there are not many organizations that truly integrate people, processes and technology. Many organizations have made some ITIL processes based on monitoring, but they are faced with the problem of how to further improve and how to make the management system automatically optimize the cycle

therefore, based on the current situation, after years of practice and Research on government units and central enterprises, we summarize the following views:

● at present, the biggest technical parameter problem of microcomputer controlled universal testing machine for thermal insulation materials in China's information construction is not a technical problem, nor a financial problem, but a lack of scientific IT management concepts; The biggest problem of it leaders in China is not the lack of experience and ability, but the lack of excellent management concepts and methods

● the difference of IT application level does not depend on the progressiveness of information technology, but on the high and low level of IT management. IT management has become the bottleneck of China's information construction for a long time

● according to the long-term observation and Research on China's informatization, we found that many units have the same systems, software, and even technology and equipment as their international competitors. Therefore, in terms of the maturity and progressiveness of technology alone, our overall application level is not low, but why is it not as good as each other

● in fact, the reason is very simple. It is only a tool, and this tool is not a universal tool to improve management, business processes and business practices. Therefore, like other tools, value can only be embodied through effective application. In order to get effective application of it and optimize the performance of information system, the most fundamental thing is not to depend on the progressiveness of information technology and equipment, but to seek benefits from management

● therefore, the urgent need for China's information construction is not to solve the problem of technical inorganic and organic fibers, but to improve the IT governance mechanism and it management concept

second, the development trend and solutions of IT service management in China

the second part focuses on the development trend of IT service management in China

how to solve the challenges we face above and how to further improve the operation and maintenance management level. We can't treat head pain and foot pain. Informatization work is not a department of IT department. We should start with the mechanism of IT Governance and divide responsibilities and rights. On the surface, the problem of construction transit maintenance just mentioned is that the application operation and maintenance is not done well, but the problem is not the operation and maintenance itself. The fundamental problem lies in governance. This frequent demand, if there is no governance level demand management norms, a clear division of business - it responsibilities, the essence of the problem can not be solved, it departments will stay in the realm of passive response to business needs for a long time. Therefore, the improvement of operation and maintenance management level requires us to work from the aspects of governance management execution

after years of research and successful practice in government units and central enterprises, the following it governance model is summarized

first of all, we should establish a scientific concept of information development. Information development should follow the path of scientific development, and we should establish the viewpoint of sustainable development to carry out information work

second, at the level of governance mechanism, we should pay attention to "who", "what" and "how". Who is the organization that pays attention to informatization, and who makes decisions? "What" to solve the content of governance, we need to pay attention to the governance level. For example, business needs, it investment decisions, project prioritization, it risk management and control, and informatization performance are all part of governance. "How" focuses on the process and procedure of decision-making. Such as what kind of methods and procedures are used, how to divide labor, how to divide responsibilities and rights, etc. Therefore, governance is to solve problems from the mechanism level. Without the guarantee of mechanism, the problem cannot be completely solved from the perspective of method

third, at the management level, we can learn from and summarize the best practices and methods at home and abroad, such as ITIL, ISO20000, COBIT, etc. At the management level, we need to build our service management system, not just processes. The management system can be divided into several levels. The first level is that the general guidelines and policies should be formulated, and the goals, methods and methods of the whole informatization or it operation and maintenance should be established; The second includes specific processes, management systems, etc. However, it is far from enough to do these. First of all, we must be operable to achieve standardization. Just like our fast food chain, how to do each step in detail and refine it to the operation guide. This is the standardized management. The operation guide and implementation rules at the third level need to be gradually improved with our management maturity. The second is the form of the fourth level. If there is no standardized form of the implementation level, today is such a table, tomorrow is such a table, which cannot be unified, there is no standardization and standardization, and it is difficult to improve efficiency. To truly embody the advanced concepts of ITIL and ISO20000, these four levels must be done. However, in practical work, we can see that some units have only achieved the first aspect and have good manuals

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