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IT Management Assignment: Case Analysis On Organisational Change For ITIL Implementation


Task: IT Management Assignment Task:
The purpose of a case analysis assignment is to provide students with an opportunity to apply concepts from the class to real-world situations. The case analysis should be brief and concise, no more than six to eight pages, double spaced, plus a title page and a reference page. (APA Format)

Case Study # Blumberg, M., Cater-Steel, A., Rajaeian, M. M., & Soar, J. (2019). Effective organisational change to achieve successful ITIL implementation. Journal of Enterprise Information Management, 32(3), 496-516. doi:10.1108/jeim-06-2018-0117
Please analyze the above case and complete a case study analysis, including the following steps:

1. Introduction
Identify the key problems and issues in the case study.

Formulate and include a thesis statement, summarizing the outcome of your analysis in 1–2 sentences.

2. Background
Set the scene: background information, relevant facts, and the most important issues. Demonstrate that you have researched the problems in this case study.

3. Evaluation of the Case
Outline the various pieces of the case study that you are focusing on.
Evaluate these pieces by discussing what is working and what is not working.
State why these parts of the case study are or are not working well.

4. Proposed Solution/Changes
Provide specific and realistic solution(s) or changes needed.
Explain why this solution was chosen.

Support this solution with solid evidence, such as:
Concepts from class (text readings, discussions, lectures)
Outside research
Personal experience (anecdotes)

5. Recommendations
Determine and discuss specific strategies for accomplishing the proposed solution.
If applicable, recommend further action to resolve some of the issues.
What should be done and who should do it?


1. Introduction
The phenomena of organisational change focused within the IT management assignment has become an important aspect for every firm for a successful implementation of the Information Technology Infrastructure Library (ITIL). Likewise, the issue of improper or poor implementation strategies in terms of organisational change for ITIL implementation has been identified in the case study put forward by Blumberg et al. (2019). It can be stated that the benefits of implementing an ITIL infrastructure can be only exploited when the resistances towards its implementation are mitigated which this case study analysis intends to put forward. Other than the fourcomponents of the socio-technical work system (STS) influencing ITIL implementation, it has been comprehended that this issue can be highly impacted due to resistance of senior management. Also, it is further believed that the adoption of ITIL for wrong reasons can impact the implementation of ITIL infrastructureand itsdesired outcomes.

2. Background
The implementation of ITIL in an increasing number of organisations with the goal to enhance the provision of information technology services for the customers has been significant but the major problem is a number of ITIL implementations do not accomplish the desired outcomes due to limited considerations of significant aspects and lack of knowledge of senior management. In addition, it has been identified in the case of Blumberg et al. (2019) that the major focus on socio-technical system (STS) can assist in smooth organisational change which is highly induced due to ITIL implementation. However, these four components of the socio-technical system cannot justify the fact that appropriate effort to balance these components can result in successful ITIL implementation and organisational change. Likewise, Iden&Eikebrokk (2017) indicated that the adoption of new technology can influence the work culture and organisational structure. This means that the organisational change strategies of organisations for ITIL implementation initiatives directly influence their success or failure. Hence, it can be stated that along with ITIL implementation initiatives, the need for developing and implementing effective organisational change strategies is highly essential for organisations. On the contrary, Limantoet al. (2017) argued that resistance from senior management as well as the adoption of advanced technology for wrong reasons can act as a potential barrier to successful ITIL implementations in terms of organisational change. After conducting an in-depth analysis, it has been identified that the reasons provided in the case study are scarce and do not provide any appropriate solution to the problem which this analysis intends to provide. Other than focusing just on task, structure, technology, and people while integrating social and technological context as per Blumberg et al. (2019)), the need to focus on knowledge of the management process, change strategies, involvement of senior management, and adoption for appropriate reasons are essential to consider in the implementation of ITIL infrastructureas it requires in-depth evaluation and understanding.

3. Evaluation of the Case
In this case analysis, it has been comprehended that organisational change and implementation of new technology like ITIL are interrelated and have a direct influence on organisational culture and productivity. Additionally, Dayal&Rana (2019) opined that technology adoption needs to encompass task, structure, technology, and people which are the potential components of the socio-technical system. On the contrary, Lema-Moreta&Calvo-Manzano (2017) argued that the knowledge and engagement of senior management plays a vital role in fostering an accommodation and adaptive work environment that promotes organisational change. This means that other than focusing on four components of the socio-technical system as per Blumberg et al. (2019), the focus on the resistance of senior management has to be well considered as their ability towards technology adoption is highly significant in influencing the perspectives of other personnel in the organisation. Other than that, Idenet al. (2020) indicated that senior management involvement, group efficacy, and organisational commitment positively influences ITIL implementation.Hence, the role of senior management is essential in the successful implementation of ITIL infrastructure.

Other than that, Sukmana et al. (2019) further suggested that peer pressure and new technology are not justified reasons to implement ITIL just because it is trending in the market. In addition, along with the need to integrate STS components with ITIL implementation in terms of change, it is further significant for the senior management to comprehend whether the organisation needs the change or are there any benefits associated with such adoption. As stated by Almeida et al. (2018), businesses in the present era tend to switch their business model and infrastructure because of competitive pressure and increasing rivalry. However, such reasons can never be the basis for implementing a new technological infrastructure in the organisation. Furthermore, it has been well comprehended that senior management plays asignificant role in this aspect also as it highly depends on the involvement, judgment, and informed decisions of the senior management to identify the feasibility and applicability of a new ITIL infrastructure for the organisation for its successful implementation. Hence, it is essential to comprehend the benefits associated with ITIL infrastructure for the organisation before its implementation in order to avoid resistance and issues associated with its implementation.

4. Proposed Solution/Changes
Based on the above issues identified in terms of resistance to change and improper adoption of ITIL infrastructure, two significant solutions can be proposed. Firstly, the resistance of the senior management needs to be eliminated as, without the consent or acceptance of senior management for initiating the change, the members of the organisation would certainly reflect resistance. In addition, senior management should be explained the advantages associated with ITIL adoption in terms of the change that will be observed in the organisation after its implementation, (Iden&Eikebrokk, 2017). Other than that, the need for effective involvement, efficacy, and commitment is highly required by the senior management in order to produce greater achievement in terms of ITIL implementation. Additionally, group efficacy must be well achieved in the organisation by significant strategies put forward by senior management to realise the potential benefits of ITIL implementation as the capabilities of the entire group along with the senior management can result in successful implementation.

Secondly, I believe that the adoption of ITIL must be for the right reasons and should benefit the stakeholders of the organisation. I have comprehended through past studies and texts that adoption of new technology must be for the right reasons or else it is destined to fail in terms of changes post-implementation. It has been well stated by Dayal&Rana (2019), organisations tend to implement ITIL because their competitors did it and it was successful or it is trending in the marketplace. Such reasons are not good for a switch in case the existing process is working smoothly and flawlessly. In addition, Shaw (2020) argued that the ITIL framework assists to enhance the IT operations of the organisation in the service management life cycle and by reducing the costs of the businesses. This means that the need for active involvement and commitment of the senior management is highly required in analysing the significance and benefits of adopting the ITIL framework in the organisation which is the right reason behind its successful implementation. As a result, such benefits can be well communicated to the members of the organisations specifically for enhancing group efficacy and understanding in the process of change management. Hence, I believe that the second proposed solution is similarly valid to the first proposed solution as with the acceptance of senior management, the need to analyse the existing processes is essential before deciding on the implementation of ITIL infrastructure.

5. Recommendations
Firstly, in order to eliminate the resistance of the senior management, the ITSM managers must highlight the benefits of ITIL in terms of the change that will be seen in the organisation post-implementation. In addition, their approval and consent must be achieved for moving forward with the change. Other than that, the senior management must be committed and should analyse the outcomes of the implementation regularly rather than getting frustrated or confused if the outcomes do not reflect faster. The involvement and commitment of the senior management are essential for positively influencing other members of the groups and developing effective strategies for change management. This in turn can assist to accomplish the proposed solution and resolve some of the resistances in terms of the issues leading to a successful implementation of the ITIL infrastructure.

Secondly, the senior management along with the managers of each functional unit must analyse their existing processes for analysing the viability of ITIL implementation. In case, significant loopholes or flaws are detected in the existing systems, the implementation of the ITIL framework will be feasible and offer desired outcomes. In addition, the implementation can be made out at ease in terms of the changes as it offers a robust framework to accomplish higher ROI as well as IT services that are well aligned with the business strategy of the organisation.However, it highly relies on the understanding and commitment of the senior management towards its implementation as it is significant to analyse whether the ITIL implementation is feasible and beneficial or does not offer any significant benefits in terms of the existing processes. Hence, by eliminating these issues surrounding ITIL implementation, the adoption process can be accomplished successfully along with the desired outcomes aligning business objectives of the organisation. ?

Almeida, T., de Vasconcelos, J. B., &Pestana, G. (2018, June). A knowledge management architecture for information technology services delivery. In 2018 13th Iberian Conference on Information Systems and Technologies (CISTI) (pp. 1-4). IEEE. Blumberg, M., Cater-Steel, A., Rajaeian, M. M., & Soar, J. (2019). Effective organisational change to achieve successful ITIL implementation: Lessons learned from a multiple case study of large Australian firms. Journal of enterprise information management.
Dayal, R. B., & Rana, R. (2019). Adoption of ITIL best practice methodologies in Indian industries. Journal of Statistics and Management Systems, 22(4), 783-790.
Iden, J., &Eikebrokk, T. R. (2017). The adoption of it service management in the Nordic countries: exploring regional differences. NOKOBIT 2017, BibsysOpenJ. Syst, 25(5).
Iden, J., Eikebrokk, T. R., &Marrone, M. (2020). Process reference frameworks as institutional arrangements for digital service innovation.IT management assignment International Journal of Information Management, 54, 102150.
Lema-Moreta, L., & Calvo-Manzano, J. (2017, October). A proposal for implementation of ITIL incident management process in SMEs. In 2017 IEEE Second Ecuador Technical Chapters Meeting (ETCM) (pp. 1-5). IEEE.
Limanto, A., Khwarizma, A. F., Rumagit, R. Y., Pietono, V. P., Halim, Y., &Liawatimena, S. (2017, August). A study of Information Technology Infrastructure Library (ITIL) framework implementation at the various business field in Indonesia. In 2017 5th International Conference on Cyber and IT Service Management (CITSM) (pp. 1-4). IEEE.
Shaw, K. (2020). Prioritizing Information Technology Infrastructure Library (ITIL) Implementations and Identifying Critical Success Factors to Improve the Probability of Success (Doctoral dissertation, Capella University).
Sukmana, H. T., Wardhani, L. K., Khairunnisa, S., Lee, K. O., &Wati, R. (2019). ITSM software ranking for small medium enterprises based on ITIL V3 quick win criteria using fuzzy SIR method.


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