CHALLENGES IN IMPLEMENTATION OF ISO 20000 IN IT SERVICE

MANAGEMENT ORGANIZATIONS - A CASE STUDY

MD. GOLAM RABBANY

DEPARTMENT OF INDUSTRIAL AND PRODUCTION ENGINEERING

BANGLADESH UNIVERSITY OF ENGINEERING AND TECHNOLOGY

MARCH 2017
 CHALLENGES IN IMPLEMENTATION OF ISO 20000 IN IT SERVICE
MANAGEMENT ORGANIZATIONS - A CASE STUDY

By
MD. GOLAM RABBANY

A thesis paper submitted to the Department of Industrial and Production Engineering

(IPE), Bangladesh University of Engineering and Technology (BUET), Dhaka, in
partial fulfillment of the requirements for the degree of Master of Engineering (M.
Engg.) in Advanced Engineering Management (AEM).

DEPARTMENT OF INDUSTRIAL AND PRODUCTION ENGINEERING

BANGLADESH UNIVERSITY OF ENGINEERING AND TECHNOLOGY

MARCH 2017
ii
Dedicated
To
My Family

v
 ACKNOWLEDGEMENT

The author wishes to express his gratitude to his honorable supervisor Dr. Nafis Ahmad,
who was abundantly helpful and offered invaluable assistance, support, and guidance.
This thesis work enabled and sustained by his vision and ideas. Without his guidance
and supervision, this dissertation would have been not possible.

There are some other personalities who have the direct impact and contribution on that
case study in many ways. All the support members of Accenture communications
infrastructure solutions Ltd (ACIS) were truly helpful in my research work. CTO,
Consultant, Process Managers and Service owners of ACIS helped me a lot during my
work. The author pays his deepest homage to his family members, whom he believes to
be the cardinal source of inspiration for all his achievements.

Finally, I would like to thank from my heart all the employees who have taken part in
interviews, meetings, and survey and spent their valuable time apart from the routine
task.

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 ABSTRACT

Information Technology (IT) companies around the world are implementing IT Service
Management System (ITSMS) or ISO 20000 to standardize IT services, upgrade IT
service quality, improve business performance and gain competitive advantages.
Despite many successful case studies, there are also unsuccessful organizations in
implementing this standard for different reasons. One important factor is that failure of
recognizing the challenges during implementation. This study focuses on the challenges
of implementation by collecting insightful views and suggestions from IT professionals
of Accenture Communications Infrastructure Solutions Ltd (ACIS) and discovers
approaches and ways to overcome these challenges. Senior management support is the
most challenging factor identified in this study for successful implementation.
Justification of significant investment, proper documentation and effective process
design, co-operation among IT support teams and premium customer‘s support are also
identified as challenging areas. The recommendations and suggestions of this case study
will be beneficial for private or public companies to implement IT service management
system successfully.

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 Table of Contents

Acknowledgement vi
Abstract vii
List of Tables x
List of Figures xi
CHAPTER 1: INTRODUCTION 1
1.1 ISO 20000: An Overview 1
1.2 Benefits of ISO 20000 2
1.3 Background of the Case Study 3
1.4 Objective of the Case Study 4
CHAPTER 2: LITERATURE REVIEW 5
2.1 ISO 20000 Implementations and Certifications Worldwide 5
2.2 Study on ISO 20000 and ITIL implementations 6
CHAPTER 3: OVERVIEW OF ORGANIZATION 17
3.1 Accenture Communications Infrastructure Solutions Ltd (ACIS) Profile 17
3.2 List of Services under Scope of ISO 20000 20
3.3 Formation of ISO 20000 Core Team 24
3.4 ISO 20000 Implementation Stages in ACIS 25
3.5 Process Implementation in ACIS 26
3.5.1 ITIL Processes Implemented in ACIS 26
3.5.2 ISO 20000 Processes Implemented in ACIS 27
3.6 Roles and Responsibilities for ISO 20000 in ACIS 28
CHAPTER 4: METHODOLOGY 31
4.1 Methodology 31
4.2 Views towards the ISO 20000 Standard 32
4.3 Research Approaches and Preliminary Findings 37
4.4 Designing the Survey and Survey Method 45
4.5 Steps of Survey Process for ACIS 46
4.6 Construction of Questionnaires for Survey 46
4.7 Participants Selection and Conducting Survey 47
4.8 Data Collection and Verification 48
4.9 Statistical Data Analysis 48
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CHAPTER 5: RESEARCH FINDINGS AND SUGGESTIONS 55
5.1 Challenges with Rankings Based on Statistical Data Analysis 55
5.2 Overall challenges Areas and Respective Rankings 55
5.3 Research outcome and discussion 61
5.4 Suggestions to Overcome Challenges 62
5.5 Reference Model for Implementation of ISO 20000 67
CHAPTER 6: RETURN ON INVESTMENT 69
6.1 Return on Investment (ROI) 69
6.2 Why is ROI Important? 69
6.3 Total Investment on Implementation of ISO 20000 70
6.4 Element of ROI 70
6.4.1 Customer Satisfaction Index & Customer‘s Perception 71
6.4.2 Reduction of Incident and Service Request 73
6.4.3 Usages of Self-service Portal 73
6.4.4 Service Availability 75
6.4.5 Learning and Innovation 76
6.4.6 Service Cost Savings Calculation for the Year 2013 77
6.4.7 Pay Back Period 78
CHAPTER 7: CONCLUSION 79
References 80
Appendix A: Sample Questionnaires 83
Appendix B: Sample Interview Data 90
Appendix C: Snapshot of Outcome of SPSS Data Analysis 93

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 List of Tables

Table 3.1: Process managers and respective processes name 29

Table 3.2: Service owners and respective services name 30
Table 4.1: Views of IT Professionals of ACIS 34
Table 4.2: Challenges mentioned by Process Managers 39
Table 4.3: Challenges mentioned by High Officials 40
Table 4.4: Challenges mentioned by ISO Core team 41
Table 4.5: Challenges mentioned by Service Owners 43
Table 4.6: Challenges mentioned by all Participants 44
Table 4.7: Number of Participants for interviews, meetings, and survey 48
Table 4.8: Mean, Variance and Standard Deviation 50
Table 4.9: Factor Analysis (KMO and Bartlett's Test) 51
Table 4.10: Factor Analysis (Rotated Component Matrix) 52
Table 4.11: Factor Analysis (Case Processing Summary) 53
Table 4.12: Factor Analysis (Reliability Statistics) 53
Table 4.13: Independent Samples T-test (SO Vs.PM) 54
Table 4.14: Independent Samples T-test (SO vs. OE) 54
Table 5.1: Results of factor analysis (Rotated Component Matrix) 56
Table 5.2: Overall Challenges areas resulted from factor analysis 58
Table 5.3: Suggestions (Set-1) of ACIS professionals 64
Table 5.4: Suggestions (Set-2) of ACIS professionals 65
Table 6.1: Total Investment on Implementation of ISO 20000 70
Table 6.2: Elements of Return of investment (ROI) 71
Table 6.3: CSI Survey Result 2013 (only for ISO 20K questions) 73
Table 6.4: Incident Record of ACIS between 2011 and 2013 74
Table 6.5: Service Request Record between 2011 and 2013 74
Table 6.6: Usages of Self-service portal in ACIS 75
Table 6.7: Service availability record of ACIS (2011-2013) 76
Table 6.8: Number of ITIL and ISO 20000 experts of ACIS 77
Table 6.9: Calculation of Service Cost Savings for the Year 2013 78
Table 6.10: Calculation of Discounted Payback period 78

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 List of Figures
Figure 2.1: ISO 20000 Certifications Worldwide (Region wise) 5
Figure 2.2: ISO 20000 Certifications Worldwide (Top 10 Countries) 6
Figure 2.3: ISO 20000 Certifications Worldwide (Top 5 Industries) 6
Figure 3.1: Management committee of ACIS 18
Figure 3.2: Divisions of ACIS 18
Figure 3.3: Technology division structure of ACIS 19
Figure 3.4: Commercial division structure of ACIS 20
Figure 3.5: Structure of ISO 20000 core team of ACIS 24
Figure 3.6: ITIL Processes implemented in ACIS 27
Figure 3.7: ISO 20000 processes implemented in ACIS 28
Figure 4.1: Summary of Views of IT Professionals of Accenture 37
Figure 4.2: Six Key Considerations in Survey design for ACIS 45
Figure 5.1: Summaries of the suggestions of IT Professional of ACIS 66
Figure 5.2: Reference Model for Implementation of ISO 20000 67
Figure 6.1: CSAT Survey Result 2011-2013 (GP) 72
Figure 6.2: CSAT Survey Result 2011-2013 (External Customer) 72
Figure 6.3: CSAT Survey Result 2011-2013 (Internal Customer) 72

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 CHAPTER 1: INTRODUCTION

Bangladesh has placed Information Communication Technology (ICT) sector on the top
of its development agenda to achieving the status of being a middle-income country by
2021. ICT sector can be a great mean to create employment for the educated youth of
this country without creating much pressure on its environment and very limited energy
resources. In 2015, Government of Bangladesh has enacted a proper guideline for ICT
and declared it as the thrust sector. It is estimated that within five years ICT sector will
contribute 1 percent to the Bangladesh‘s total GDP (Gross Domestic Product) and create
employment for 150,000 ICT professionals. ICT can reduce unemployment to a great
extent and have a multiplier effect on a country‘s economy. For instance, Bangladesh's
ICT industry has developed over the past decade and generates around $300 million
revenue yearly. Bangladesh has an enormous potential in this sector but it is a long way
to reap the harvest of global ICT revolution like the neighboring country India and
China. The need to invest in ICT infrastructure and build up the skilled ICT human
resources is, therefore, crucial.

Numbers of IT Service Management (ITSM) organizations are growing rapidly in

Bangladesh and slowly enter the international market hence ISO 20000 certification
enables this entrance easier and IT can be the highest revenue-generating sector of
Bangladesh.

1.1 ISO 20000: An Overview

ISO/IEC 20000, often referred to simply as ISO20000, is the international IT Service

Management standard that enables IT organizations (whether in-house, outsourced or
external) to ensure that their IT service management processes are aligned both with the
needs of the business and with international best practices. It helps organizations
benchmark how they deliver managed services, measure service levels, and assess their
performance. It is broadly aligned with, and draws strongly on, ITIL®. ISO/IEC 20000
standard applicable for:

i. An organization seeking services from service providers and requiring assurance

that their service requirements will be fulfilled.

ii. An organization that requires a consistent approach by all its service providers,
including those in a supply chain.

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 iii. A service provider that intends to demonstrate its capability for the design,
transition, delivery, and improvement of services that fulfill service
requirements.
iv. A service provider wants to monitor and review its service management
processes and services.
v. A service provider to improve the design, transition and delivery of services
through effective implementation and operation of an SMS (Service
Management System).
vi. An assessor or auditor as the criteria for a conformity assessment of a service
provider's SMS to the requirements in this part of ISO/IEC 20000.

ISO20000 has five parts but two parts are most important. The first part is the
specification (ISO/IEC 20000-1:2011) and provides requirements for IT service
management and is relevant to those responsible for initiating, implementing or
maintaining IT service management in their organizations. It provides an SMS
specification. Another part is a code of practice (ISO/IEC 20000-2:2012) that describes
the best practices for service management processes within the scope of ISO/IEC
20000-1.

Similarly to other management systems, the implementation of a service management

system (SMS) that conforms with ISO/IEC 20000 is based on the Plan-Do-Check-Act
cycle. In the Plan phase, policies, objectives, plans, and processes are established and
agreed upon to fulfill the service requirements. Design, transition, delivery,
improvement of the services and implementation of SMS are carried out in Do phase. In
Check stage, various activities are carried out such as monitoring, measuring and
reviewing the SMS and the services against the policies, objectives, plans and service
requirements and reporting the results and finally taking actions to continually improve
the performance of the SMS and the services are performed in Act phase.

1.2 Benefits of ISO 20000

ITSM organizations that have implemented all of the service management processes
within a quality management system framework can become certified, achieving
certification provides a clear competitive advantage for companies across the
competitors. ISO 20000 can assist any IT organization in benchmarking its IT service
management, improving its services, demonstrating an ability to meet customer

2
requirements and create a framework for an independent assessment. Some of the most
common benefits of ISO 20000 1implementation for IT service providers is-

i. Offers competitive differentiation by demonstrating reliability and high quality

of service.
ii. Provides easy access to key markets, as many organizations in the world want
their IT service providers are compliant with ISO/IEC 20000.
iii. Provides assurance to clients that their service requirements will be fulfilled.
iv. Enforces a measurable level of effectiveness and a culture of continual
improvement by enabling service providers to measure and review their service
management processes and services.
v. Helps leverage ITIL practices to optimize resources and processes. Ensures that
Organization‘s IT systems are performing effectively to meet the high demands
of IT governance.

1.3 Background of the Case Study

In 2011, GPIT, a subsidiary of Grameenphone felt the significance of international IT

service Management standards, process and policies in order to place GPIT in the
international arena to help their business extend outside Bangladesh especially within
the Telenor Group which is the parent company of Grameenphone Ltd. In order to place
GPIT in the international arena, GPIT hired a consultant firm to analyze where GPIT is
now, is there any gap to go with international standards? How can we mitigate these
challenges to adopting ISO 20000? After long three months investigations, consultant
along with selected team of GPIT made a plan to mitigate all the challenges and go
forward to achieve ISO 20000 implementations. In 2013, GPIT received ISO 20000
certification. In 2014, GPIT, a subsidiary of Grameenphone Ltd is acquired by
Accenture with 49% share owned by GPIT and rest of 51% share owned by Accenture
and GPIT renamed as ―
Accenture Communications infrastructure solutions Ltd (ACIS).
GPIT is the first Bangladeshi IT Service Providers that have achieved this certification.
The author intended to work on finding out challenges during implementation of ISO
20000 in Accenture Communications Infrastructure Solutions Ltd (ACIS) and how they
overcome these challenges to contribute other IT service providers of the country to
achieve this certification.

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1.4 Objective of the Case Study

This case study aimed to conduct a rigorous investigation that would lead to the
identification of the challenges associated with implementing the ISO 20000 standard.
This research also intended to collect insightful views from IT professionals and to
discover approaches, ways, and methods for Accenture Communications Infrastructure
Solutions Ltd (ACIS) to overcome the challenges identified. The overall question for
this case study can be described as What are the challenges associated with the
implementation of the ISO 20000 in Accenture Communications Infrastructure
Solutions Ltd (ACIS) and how can they overcome these challenges.

It is expected that this study would confirm some or all of the challenges concluded
from the literature review and possible provide additional ones. This study also aimed to
order rank the challenges according to their perceived importance by the participants
and to present them in the order of their ranking. The specific objectives of this case
study are:

(a) To find out the challenges areas of different sections during the implementation
of ISO 20000 in Accenture Communications Infrastructure Solutions Ltd
(ACIS) and how they overcome these challenges.

(b) To design a reference ISO 20000 implementation model based on the

suggestions and views received from IT professionals of Accenture
Communications Infrastructure Solutions Ltd (ACIS).

(c) To find out the return on investment (ROI) for implementation of ISO 20000 in
Accenture Communications Infrastructure Solutions Ltd (ACIS).

The outcome of this case study is the list of significant challenges which should be
taken into consideration during the implementation of ISO 20000 in any IT service
providers. The recommendation to overcome challenges and reference model for ISO
20000 implementation in this case study can also be beneficial for implementing the
ISO 20000 in any private or public IT support organization.

4
 CHAPTER 2: LITERATURE REVIEW

2.1 ISO 20000 Implementations and Certifications Worldwide

As of December 2015, 2778 organizations have received ISO 20000 certifications to

manage their IT services [1, 2]. Europe has the most number of ISO 20000 certifications
than other regions which are 1120 (40.3%) and Africa has the least number of
certifications which are 25 (1%). East Asia and pacific region received 758
certifications which are 27.3%, Central and South Asia received 434 certifications
(15.6%), North America received 254 certifications (9.1%), Middle East received 99
certifications (3.6%) and Central and South America received 88 certifications (3.2%)
respectively.

25, 1%
99, 4% 88, 3%
254, 9% Europe
East Asia and Pacific
1,120, 40%
Central and South Asia
434, 16%
North America
Middle East
758, 27% Central / South America
Africa

Figure 2.1: ISO 20000 Certifications Worldwide (Region wise)

India has 425 organizations that received ISO 20000 certification and it is the highest
number of ISO 20000 certifications in the world. The remaining top ten countries that
have received ISO 20000 certifications are Japan (299), Spain (231), USA (223),
UK(197), China (138), Germany (108), Thailand (97), Czech Republic (90) and Italy
(86) respectively. Besides this, it is proudly mentionable that Bangladesh has now two
organizations who achieved ISO 20000 certifications.

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 Italy 86
Czech Republic 90
Thailand 97
Germany 108
China 138
United Kingdom 197
United States of America 223
Spain 231
Japan 299
India 425

0 200 400 600

Figure 2.2: ISO 20000 Certifications Worldwide (Top 10 Countries)

Information Technology based organizations received most numbers of ISO 20000

certifications which are 735, the remaining top five industries are food products,
beverages and tobacco (74), electrical and optical equipment (55), other Services (29)
and financial intermediation, real estate, rental (17) respectively.

800 735
600
400
200 74 55 29 17
0
Information Food products, Electrical and Other Services Financial
technology beverages and optical intermediation,
tobacco equipment real estate,
rental

Figure 2.3: ISO 20000 Certifications Worldwide (Top 5 Industries)

2.2 Study on ISO 20000 and ITIL implementations

In recent years, a number of studies examined the ITIL and ISO 20000 implementation
at various organizations. For the purpose of this research, these studies are thoroughly
examined to find out the challenging areas of implementation as well as the suggestions
to overcome these challenges.

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ICONS 2012 conference [3], Marko Jäntti, presented his case studies on implementing
IT service management systems based on three different organizations Tieto Finland,
Finnish Tax Administration and Istekki. Keys to IT Service Management Excellence
Technique (KISMET) model used for each of the case study. Prioritization of incidents
do not work, lack of service level agreements, information sharing on delayed incident
resolutions, high number of open incidents, poor transparency of the second-line
support and the third-line support activities are found to be major challenges for
implementation of IT service management system in Tieto Finland. Lack of
Configuration Management Database (CMDB), classification of support requests
difficult for customers, the interface between incident management and problem
management, identification of repeating incidents from the service desk system are the
challenges found for implementing ISO 20000 in Finnish Tax Administration. No
reports implemented for change management, evaluation of changes is not visible,
incidents may remain unresolved for several months, employees do not understand the
difference between incidents, service requests, and problems are the challenges found in
Istekki for implementing ISO 20000. Priority coding system, implementation of service
level agreement, creating classification schema for configuration items, interface
between incident management and problem management and identification of repeating
incidents, implementing change management reports and introducing IT service
management tools are some of the solutions suggested to overcome these challenges in
these case studies. In 2007, Keel, Orr, Hernandez, Patrocinio and Bouchard [4]
mentioned that most difficult challenges in implementing an ITSM strategy is the
impact may have on the IT organizations and staffs due to the natural tendency of
people to resist change mentioned in their research ―
From a technology-oriented to a
service-oriented approach to IT management‖. Establishing process ownership, defining
the scope of the process, agreeing on process design, developing process metrics,
designing a technical infrastructure process, deciding on process implementation,
planning and executing the process and associated infrastructure are mentioned as a
solution to overcome these challenges. In 2009, Cater-Steel, Tan and Toleman [5]
mentioned that senior management support, project champion, relationship with
vendors, change in corporate culture, project governance and execution and realization
of benefit are the challenges for implementing ISO 20000 in ITSM organizations in
their research ―
Implementing IT Service Management: A case study focusing on critical
success factor‖. Obtaining senior management support, senior management must

7
understand the magnitude of the implementation and ensure that the project is
adequately and appropriately resourced, develop close and forthright relationships with
the vendors to ensure effective technology transfer to the staff, effective change
management process to move the culture from a technology focus to a focus on service,
place a benefits realization plan to track and communicate tangible and intangible
benefits and appropriate appointment of process owners was carried out to achieve the
transformation are the list of suggestions provided by researcher to overcome these
challenges. In 2007, Cater-Steel and McBride [6] found the lack of acceptance of new
processes and lack of understanding of why such changes are necessary are the major
challenges for implementation of ISO 20000 in their research ―
IT Service Management
Improvement – Actor Network perspective‖. They also suggested some ideas that need
to follow to overcome these challenges which are managerial instruments such as
organizational restructuring and the definition of new rules and processes must be
backed up by appropriate communication which provides a rationale for the changes,
sets the context and draws people in, develop a corporate mindset, win hearts and minds,
strong ground and good soil and make sure messages from top management is well
received, understood and supported by staff members.

Based on the research ―

Service-oriented IT management: Benefit, cost and success
factors‖ by Hochstein, Tamm, and Brenner (2005) [7], lack of acceptance of new
processes and lack of understanding of why such changes are necessary are the main
challenges to implementing ISO 20000 or IT service management standard in any ITSM
organizations. Showing of ―
quick wins‖ and thereby demonstrating the usefulness of
service-oriented IT management (aiming at measurable project goals), striving for
continuous improvement in order to guarantee the sustainability of success, marketing
campaigns (buy-in- phase, management of expectations, use of internal publication
media, road shows, workshops, seminars et cetera) in order to create acceptance and
understanding and obtaining support of management in order to be able to exert
pressure are the possible solutions for overcoming these challenges. Szabó and Fehér
(2009) [8] mentioned only one challenge which is-CIOs have to face the strongly
decreasing IT budgets of their organizations in their research ―
Current Challenges of IT
Service Management in Hungary‖. In March 2007 ,John A. DiMaria [9] mentioned
some pitfalls in his article ―
ISO 20000 implementation: Addressing the common
pitfalls‖ which are existing processes and procedures do not align, some processes do

8
not exist, others are not being used, various staff members do not understand the
difference between process and procedure, Staff members still need to perform their
"day job" responsibilities, staff members are reluctant to admit their level of
understanding of the requirements, scope creep and not everything is recorded or
measured, especially the performance of identified improvements.

According to DuMoulin, T., and Fry, M., [10] executive and senior level support and
sponsorship, access to necessary project and process resources (time, people, funding),
level of information, knowledge and skill related to ITSM, availability of integrated
ITSM tools to support , process workflow and automation, the organizational capability
to deploy new policies, processes and tools, changing organizational behavior/culture
and ensuring compliance with new practices over the long term and maintaining
momentum and funding for the ITSM program are the major challenges for ITIL
implementation in IT support organizations. In April 2008, Gartner [11] completed a
survey on various ITIL certified organizations for finding most significant challenges
during implementation. The challenges found in this survey are too much focus on tools
rather than process in organizations (3%), cannot justify return on investment (11%),
process definition too high level to implement (17%), lack of guidance on organizations
and roles (18%) and requires too much change in organizations culture (51%).
According to Pink Elephant,[12] new tools (12%), new steps and new accountabilities
(14%), managing to metrics (15%), standardization (20%), moving from hierarchy to
matrix (25%) and assigning new roles (28%) are the main challenging areas to
implement ITIL.

According to the study of Fry, M., [13] there are ten reasons that ITSM organizations
fails to implement ISO 20000 which are fear of change, inefficient strategic plan and
goal setting by management, process limitation, investment, lack of strong support of
the initiative from all levels and areas of the IT organization, and recognition and
support from the business as well, using the tool(s) as the foundation for the processes.
The tools should support the processes, not dictate them, declaring the implementation
‗done‘, initial implementation plan may be complete, but continuous improvement is
forever necessary, not keeping the customer needs in the foreground, and building a
bureaucracy that frustrates the customer, not getting the CMDB right, not working from
the top down, define services first, so everything under fits into services, expecting to
get it all done and all right at the start and not having process owners (or process

9
managers) who measure and monitor the effectiveness of the processes, market the
processes, and drive continuous improvement of them. Based on data from Pink
Elephant [12], there are fifteen reasons that organizations fail to implement ISO 20000
which are difficulty changing the culture of the organization, lack of staff commitment
and understanding, lack of education, communication and training, responsibility
without sufficient authority, lack of effective champions, loss of momentum after
opening hype, lack of funding, lack of quantifiable long-term benefits (ROI), lack of
organizational learning (lessons learned), satisfaction with status quo, trying to do
everything at once –over ambitious, no accountability; lack of clear ownership, tools
unable to support processes, people not skilled enough to support processes and no
structured project management. Pereira [14] mentioned three important challenges in his
publication ―
A Maturity model for Implementing ITIL‖ which are organizational
resistance to change, unproven business value and strong organizational culture. To
overcome this obstacles Pereira suggested that organisations need to use a maturity
model such as CMM (Capability Maturity Model) with five maturity levels (―
initial‖,
―
repeatable‖, ―
defined‖, ―
managed‖ and ―
optimizing‖) to assess its process capability
by measuring the degree to which processes are defined and managed to guide the
implementation of the ITIL Framework. Shang and Lin [15] stated several challenges in
their publication ―
Barriers to implementing ITIL – A Multi- Case Study on the Service-
based Industry‖ which are dissatisfied customers due to the gap between the degree of
improved service quality and customers‘ perception, unable to satisfy customers
‗specific needs in time, extra costs occurred in education and management, time lag
between investment in ITIL project and performance outcome, conflicts between urgent
needs for quality improvement and cost consideration, employee resistance, lack of
integration ability, conflict between different interest group, difficult to assess the
immediate effect of ITIL on the continuous process of improvement and lack of
collaboration between IT service support departments.

Sharifi, Ayat, Rahman and Sahibudin [16] stated several important challenges of ITIL
implementation in their research ―
Lesson Learned in ITIL implementation failure‖ such
as lack of management commitment and Spend too much time on complicated process
diagrams, not creating work instructions, not assigning process owners, concentrating
too much on performance, being too ambitious, failing to maintain momentum, allowing
departmental demarcation, ignoring constant reviewing of the ITIL and not memorizing

10
ITIL books. Cater-Steel and Tan [17] mentioned Lack of Management Support,
Resistance from technical staff, Delays in establishing an appropriate toolset, The
difficulty of quantifying benefits, resistance to adhering to the new documentation and
communication processes, changing the focus from crisis management and workarounds
to consideration of the ‗real problems‘ as defined by ITIL, resolving the important
underlying problems, measure return on investment and communication and
coordination between the various sections to provide a seamless end-to-end service are
the challenges implementing IT Service Management system (ISO 20000).They have
also mentioned some ways to overcome these challenges which are Senior management
does not need an in-depth understanding of ITIL but must provide support in terms of
resources and authority to enforce new policies, Encouraging staff to document the
processes in actual use, eliminate surprises, Initially look for quick wins, Genuine desire
to improve customer service and services delivery, awareness campaign and Educate
staff members and Have open discussions with affected staff, establish a comfortable
environment for discussion. Mohamed B. Al Mourad and Rozita Johari [18] stated eight
important challenges that are faced by IT support organizations before implementing
ITIL in their research ―
Resolution of Challenges That Are Facing Organizations before
ITIL Implementation‖ which are uncertainty about which process to implement first,
lack of top management support, anonymity of process managers, staff resistance,
traditional mindset of IT staff, lack of the IT staff‘s ITIL knowledge, lack of resources
dedicated to implement ITIL and Fear of ITIL. They also recommended some
resolutions of these challenges which are Always recommended to start with Incident
Management (IM), followed by Problem Management, Configuration Management, and
Change Management, Securing executive support must be done at a very early stage and
the initiative of ITIL adoption must be embedded in the organization strategy to assure
management support before progressing to the implementation, Defining single point of
contact for every process at early stage of ITIL implementation is highly important,
Running awareness sessions is important to guarantee buy-in of the staff at different
levels. Stakeholders must understand the benefit of ITIL adoption, the mindset of IT
staff should significantly balance the focus on customer and technology itself, all IT
staff must be ITIL educated at least to the Foundation level External consultant can by
hired to overcome the limitation of IT staff knowledge, sufficient resources (manpower;
technology; budget, etc.) must be acquired and allocated to the ITIL manager personnel

11
and ITIL training and certification are highly recommended prior to ITIL
implementation.

According to Ahmad Shuja, [19] the extent of difficulties associated with implementing
IT service management depends on upon the current state (baseline) maturity of the
business enterprise and IT organizations. For those that are at lower maturity levels, this
may mean a fundamental shift in the ways in which business enterprises and IT
organizations operate. Major difficulties may include Cultural shift and organizational
change, Technology management vs. IT service management i.e. in many established
organizations (not necessarily mature ones); IT is still viewed and managed as a back-
office cost center. , balancing resources between fighting fires and new developments,
lack of in-house business service management and ITIL® expertise, multiple
independent silos and varying maturity levels, efforts required to improve service
management processes and Longer turnaround times. In 2012, Stephen Mann [20]
identified three high-level challenges and top ten challenges to implementing ISO
20000 in IT Support Management organizations in his personal blog on Forrester. High-
level challenges are increasing business scrutiny (the need for IT cost transparency and
business-value demonstration), increased business (and customer) expectations (around
IT agility, availability, ―
personal hardware,‖ and support and customer service) and
increased business and IT complexity ( particularly cloud, mobility, and
compliance).Top ten challenges identified are IT cost transparency (the IT organization
is spending the business‘ money, and so the business wants to know whether it is being
spent wisely (and who can blame them), value demonstration (Is IT still just a cost
center or has IT organization been able to translate IT investment into demonstrable
business success?), agility (The speed of business change continues to dictate a rapid
response from IT), availability (The business needs high quality, highly available IT (or
business) services), personal hardware (End user devices will continue to be a big
challenge for IT in 2013), support and customer service, Cloud, Mobility, compliance
and survival (All of the above challenges need to be addressed (as pieces of a larger
jigsaw) and the failure to address the demands and issues across the full spectrum of
challenges will put the internal IT organization at risk of extinction).

Based on the research of ISG [21], a number of interesting revelations uncovered about
the difficulties of modern IT Service Management and Governance and the evolving
role of the IT department as an architect of business change and success. The research

12
reveals that many IT departments have put IT Service Management at the heart of their
operations to enable successful end-to-end management of internally and externally
sourced services. Furthermore, they have become far more closely aligned with the
business, and the majority enjoys the support of their company‘s most senior executives.
However, despite a strong start, it is hard to find IT Service Management structures that
operate at best-in-class levels where business processes are defined, successfully
implemented, regularly measured and improved over time. After years of denial, IT
Service Management has finally moved up the executive agenda; but there remains lots
of room for improvement in all, their research concluded with ten important findings
based on survey and related to IT Service Management implementation which is
Finding No. 1: The customer is king – more than ever, Finding No. 2: Change is the
only constant, Finding No. 3: Broad communication is a missing change enabler,
Finding No. 4: Centralized versus local IT decision-making power must remain in
balance, Finding No. 5: Organizational size and skill benchmarks are needed for
maturity assessment, Finding No. 6: End-to-end business processes are key for
integrated it services, Finding No. 7: Value creation comes to the fore, Finding No. 8:
Customers are difficult to delight, Finding No. 9: There is still room for improvement in
service provider management and Finding No. 10: Managing costs before they occur is
the nirvana for all IT organizations.

Dr. Gad J Selig PMP COP [22] suggested some steps that will make the IT service
management implementation easier for IT support organizations in his book
―
Implementing IT Governance: A Practical guide to Global Best Practices in IT
Management‖. The steps suggested are must have a corporate mandate from the top-the
Board and the Executive team (including the CIO) are committed to implementing and
sustaining a robust governance environment, must have available and dedicated
resources-identify executive champion and multidisciplinary team (To focus on each IT
Governance component),doing homework-educating based on past, current and
emerging best practices, market the IT Service management system value propositions
and benefits to the organizations-develop and conduct a communications, awareness
and public relations campaign, develop a tailored IT Service Management system
framework and roadmap for organizations based on current and emerging industry best
practices, assess the ‗current state ‘ of the IT service maturity or other frameworks that
relate to specific IT service components such as project management maturity model

13
(PMMM),vendor management (eSCM),performance management (balanced
scoreboard) and others, as a reference base (where are we today?),using a leading
industry best practice framework such as ISO 20000,CMMI or another framework that
may apply to a specific component of IT service management, develop a ‗future state‘
IT service management blueprint (where we want to be ) and keep it in focus,
decompose the IT management components into well-defined work packages (assign
an owner and champion on each process component),develop a IT service management
action plan, identify deliverables, establishing priorities, milestones, allocate resources
and measure progress, sponsor organizational add individual certifications in the IT
service management areas where they are available (e.g. PMP,ITIL,COBIT,ISO
20000,IT Audit, ISO 27001 etc.), identify enabling technologies to support the IT
service management initiatives, establish a ‗web portal ‗ to access all policies,
processes, information, communications and provide support, market and communicate
the IT ‗value propositions‘ and celebrate wins, plan for and sustain IT processes
improvements and link to a reward and incentives structure; creating a ‗continuous IT
service management improvement ‘ group to sustain the framework and finally don‘t
focus on specific return on investment (ROI) as a measure of success-use TCO (Total
cost of operation) and business innovation and transformation metrics a measure of
improvement. He also mentioned some points to avoid ISO 20000 or IT service
management implementation pitfalls such as (a) treat the implementation initiatives as
program or project with a series of phases with timetables and deliverables (b)
remembering that implementation requires cultural change and transformation, which
requires marketing of the value proposition and overcoming resistance to change and
managing cultural change with transformation, obtaining executive management buy-in
and ownership, mobilizing commitment for change at multiple organizations levels (c)
manage expectations of all constituents-IT service management takes time and
represents as series of continuous improvement processes and (d) demonstrate
measurable and incremental improvements in the environment and communicate them
to the constituents.

Based on the publication of BSI Group in 2007 [20], In order to fulfill the goal of
ITSM, there are four significant dimensions should be considered proactively. The first
dimension is people, which are the major roles in ITSM framework, including customer,
provider, supplier, and user. The second dimension is organization. Many issues must

14
be well-managed, such as ―
how to achieve the ROI (return on Investment)‖, ―
how to
reduce the TCO (Total Cost of Ownership)‖, ―
how to integrate the IT and Business
strategy goals and planning‖? , ―
how to manage/control the frequent change‖?, ―
how to
synchronize the IT, business requirements and cost‖? , ―
how to gain the competitive
advantage by IT‖? And ―
how does the IT manager deal with the complex, distributed
and large of IT system‖. The third dimension is processed. ITSM take the process
approach which can systematically identify and manages the linkage, combination, and
interaction of a system of processes within an organization. The last dimension is
technology, including all the tools and products that enhance the effectiveness and
efficiency of providing services. These four dimensions can regard as four pillars of
ITSM and must take into account simultaneously.

Cornelius, D., [23] stated some key success factors of successful implementation of IT
Service management system and he also stated some implementation gap as well as how
it can be avoided in his book ―
Implementing IT Service Management: A Guide to
Success‖.According to Cornelius, D., there is three key success factors in IT service
management system implementation which are identifying activities that will protect the
organization from risk, identifying ways to increase capabilities and identifying ways
for cost management. Gap identified in his book are a lack of executive sponsorship,
unidentified governance and accountability and unidentified KPI‘s to track
performance. Remediation mentioned in his book are selecting a strong leader for the
implementation activity, increasing process rigor, and governance and establishing a
measurement baseline and enable continuous improvement measurement over time by
defining and aging to concise KPI‘s.

Wui-gee tan, Aileen Cater –Steel and Mark Toleman [24] stated six important factors
affecting successful implementation of IT service management or ISO 20000 in IT
support organizations in their research ―
Implementing IT service management: a case
study focusing on critical success factors‖. Factors are senior management support (the
involvement of senior management in implementation project could also be viewed as
an IT governance issue as it includes leadership, organizational structures, and
processes to ensure that the organization‘s IT sustains and extends the organization‘s
strategy), Project champion (project champions ―
Make a decisive contribution to the
innovation process by actively and enthusiastically promoting the innovation, building
support, overcoming resistance and ensuring that the innovation is implemented‖),

15
Relationship with multiple vendors (managing the Client-vendor relationship is part of
the risk mitigation process, and hence, should be accorded greater importance than
merely operationalizing the contract. Effective coordination of multiple vendors was
critical to the success of the implementation. A high degree of coordination of activities
is necessary if multiple parties are involved in providing a service), change in corporate
culture (the culture change was difficult to achieve in the midst of an organization
restructure but when senior staff was appointed as process owners, trained and provided
with resources, the culture changed.), realization of benefits (in most IT
implementations few organisations tend to follow them through to implementation to
ensure that the benefits are managed successfully. The benefits realization plan further
enhanced communication between senior management and the project team and
contributed to an ongoing commitment to the project. ) and finally, project governance
and execution.

Another report about current ITIL/ITSM application status conducted by KPMG in

2007 [25] concluded the major challenges of implementing IT service management
system for the organization in Taiwan. The top challenges are cultural shift (7.2%),
integration with current process (15.5%), ITIL/ITSM related knowledge (13.8%),
appropriate management tool (10.3%), clear measurement target (10.3%), project within
budget (8.6%), insufficient internal professional staff (8.6%), Project on time (5.2%),
managing consultants (1.7%) and incapable and inexperienced consultants (17%). In a
research conducted by itSMF [26], which is a non-for-profit organization and a
prominent player in development and promotion of IT Service Management, it describes
top ten success factors of adoption ITSM which are project manager appointed, end-
user/customer support, ITIL training provided for IT staff, adaptability of IT staff to
change, ITSM champions, sufficient allocation IT staff, implementation team
commitment, effective change management, sufficient funding and senior management
commitment.

16
 CHAPTER 3: OVERVIEW OF ORGANIZATION

3.1 Accenture Communications Infrastructure Solutions Ltd (ACIS) Profile

Accenture (www.accenture.com) is one of the world‘s leading organizations providing
management consulting, technology and outsourcing services, with more than 293,000
employees; offices and operations in more than 200 cities in 56 countries; and net
revenues of $28.6 billion for the fiscal year 2013.

Accenture has four growth platforms—Accenture Strategy, Accenture Digital,

Accenture Technology, Accenture Operations—are the innovation engines through
which Accenture build world-class skills and capabilities; develop knowledge capital;
and create, acquire and manage key assets central to the development of integrated
services and solutions for clients. Accenture is the 41st world largest global brand and
serving 95% fortune 100 global companies with more than 10 years. Accenture itself
within a global 100 companies and it has been recognized number 1 global outsourcing
company. Accenture is ranked number 10 on FORTUNE‘s Blue Ribbon Companies
2015. Accenture has made 14 consecutive appearances on FORTUNE‘s ―
World‘s Most
Admired Companies‖ list.

Grameenphone Ltd is one of the largest telecom brands in Bangladesh and it has been
serving more than 50 million subscribers throughout Bangladesh since
1997.Information Technology division of Grameenphone Ltd has been separated to
form a new organization named as Grameenphone IT (GPIT) in 2010 with a view to
serving Grameenphone and other potential customers outside Grameenphone. In 2014,
GPIT has been acquired by Accenture with 49% share owned by GPIT and rest of 51%
share owned by Accenture. GPIT again renamed as Accenture Communication
infrastructure solutions Ltd (ACIS) in March 2014.

Head office of Accenture Communications Infrastructure Solutions Ltd (ACIS) is

located in Level-4, GPHouse, Basundhara, Baridhara, Dhaka-1230. Management
committee (MANCOM) consist five high officials including chief executive officer,
chief finance officer, chief technology officer, chief commercial officer and chief
human resources officer who are playing a vital role to continue Bangladesh operation
of this company. Figure 3.1 showing the structure of MANCOM of Accenture
Communications Infrastructure Solutions Ltd (ACIS).

17
 Management
Committee
(MANCOM)

CEO CTO CFO CCO CHRO

Figure 3.1: Management committee of Accenture Communications Infrastructure

Solutions Ltd (ACIS)

Accenture Communications Infrastructure Solutions Ltd (ACIS) has 430 employees

including regular and temporary staffs. There are four divisions in Accenture
Communications Infrastructure Solutions Ltd (ACIS) which are technology division
(289, 67%), commercial division (108, 25%), finance division (20, 5%) and human
resources division (13, 3%).

Accenture
(Bangladesh)

Technology Commercial Finance Human

Divsion Division Division Resource
Divsion

Figure 3.2: Divisions of Accenture Communications Infrastructure Solutions Ltd

(ACIS)

Technology division is the largest division and consists of 289 staffs (67%) with five
departments which are IT infrastructure management (155, 36%), customer application
and systems (76, 18%), project management (20, 5%), telecom product and billing (28,
7%) and revenue assurance and ERP (10, 3%).

18
 Technology Division

Telecom product Revenue assurance

IT Project Customer and billing and ERP
infrastructure management applications
management and systems

Figure 3.3: Technology division structure of Accenture Communications Infrastructure

Solutions Ltd (ACIS)

IT infrastructure management department has six units which are network management
(35), database management (32), data center management (25), IT security management
(10), office system management (30) and server and storage management (22). Network
management unit manages entire network activity across the organization including
network design, maintenance, internet connectivity of head offices and its unit offices
all over the country. Database management unit manages the entire database (SQL,
Mysql, and Oracle) of the company. Data center management unit manages entire data
center activity including setup, monitoring, and maintenance. IT security management
unit manages IT security including security firewall, a secure connection such as VPN,
home office of the company. Office system management is responsible for managing a
file system and mail system of the company. Server and storage management unit are
responsible for managing all servers including SUN, VMware, EMC, Windows and
Linux server of the company.

Customer applications and systems department has with four units which are business
intelligence (18), call center solutions (22), sales management (25) and CRM solutions
(11). Project management department has 20 staffs (5%) and they are managing all
internal and external projects of this company. Telecom products and billing department
has five units which are product and campaign management (8) that manages all prepaid
and postpaid products and campaigns for Grameenphone, provisioning service (4),
mediation service (6), interconnection billing management (5) that manages all IGW
and ICX billing for Grameenphone and telecom billing management (5) that manages
all prepaid and postpaid billing of Grameenphone. Revenue assurance and ERP
department have two units in this department. Revenue assurance and fraud
management unit responsible for all type financial fraud management for

19
Grameenphone (4) and ERP solutions (6) unit is responsible for entire ERP activities
(design, rollout, monitoring and maintenance) of Grameenphone.
Commercial division consists of 108 staffs (25%) with three departments which are
marketing and brand communication (15, 3%), sales (25, 6%) and customer services
(68, 16%).

Commercial Division

Customer Services Sales Marketing and Brand Communication

Figure 3.4: Commercial division structure of Accenture Communications Infrastructure

Solutions Ltd (ACIS)
Customer services department consists of three units which are service desk and support
(25), IT lab and IT asset management (15) and Regional IT services and support (28).
Service desk and support provide the first level IT support including ticket logging and
escalation, phone call support, onsite support, high official support and walk in guest
support. IT lab and IT asset management unit provides all type of hardware related
services and maintaining IT inventory. Regional IT services and support is responsible
for IT related support for unit offices, log offices, distribution houses and regional head
offices of Grameenphone.
Finance division consists of 20 staffs (5%) with two departments which are payments
and asset management (9, 2%) and accounts management (11, 3%). Human resources
division consists of 13 staffs (3%) with two departments which are payroll (6, 2%) and
employee affairs (7, 2%). Payroll responsible for salary, increment, overtime, LFA,
profit share, performance bonus etc. and employee affairs responsible for recruitment,
promotion, retirement, training, awareness and other behavioral issues.

3.2 List of Services under Scope of ISO 20000

Below is the list of services that has taken into consideration for ISO 20000
implementation for Accenture Communications Infrastructure Solutions Ltd (ACIS) .As
it is an IT Service management standard, all the IT services provided by this
organization are included.

20
Contact Center Solutions (CCS): Contact Center Solutions provides complete
Enterprise Contact Center Solution both Inbound and Outbound with IVR Solution/Call
Flow development and Implementation. The SIP-based architecture incorporates top-of-
the-line capabilities such as IP-PBX, Outbound Dialer, Automatic Call Distributor
(ACD), Interactive Voice Response (IVR), and Voice Logger. They also manage and
maintain contact center applications.

IT Security Services (ITSS): ITSS provide Firewall Service for External and Internal
Access permission. VPN Service for Secure Remote Access and Site-to-site
connectivity, the first Level Authentication process for remote access to different
systems and Office Network, IDS Service to Detect the Intrusion and solve them
accordingly. They also provide Network and System Vulnerability Assessment Service
to ensure Secured Network.

CRM Solutions (CRMS): Provides solution for a 360-degree view of Grameenphone

customer's information that includes VAS order provisioning, Customer insight
capturing and Complain handling. Enabling for real-time monitoring and reporting,
End to end sales activity tracking, managing Lead, opportunity, key account and other
account management. Analyzing agent KPI, customer segmentation for the campaign,
customer response modeling. They also manage and maintain CRM applications.

Sales Management Services (SMS): Provides a total sales management solution

including distribution, retail, and commission. Also enabling prepare GIS (map) based
report to forecast and prepare a business plan. They also manage and maintain sales
management applications.

Service Desk Services (SDS): Provides ―

One Stop Service‖ for IT Issue including
hotline Support for dealing with Query, Request, and Incident. They manage overall
Incident Management for IT Issues. Also provide onsite support, client application
troubleshooting, client mail troubleshooting, asset configuration, Installation and
delivery, client network issue troubleshooting, broadband wireless router
troubleshooting, virus and spyware troubleshooting at client PC.

Telco Billing Service (TBS): Telco Billing Services provide complete Solution for
Telco Billing Service including Product and Promotion Management (Configuration of
products, promotions, campaigns, and resources.), Rating/Charging (Processing) of all

21
types of CDRs (Voice, Data, Messaging, Events etc.) in near real time, Billing-
Invoicing, Payment, and Credit Control.

Mediation Services (MS): Mediation Services provide Mediation Provisioning Service

(MPS) including End2End CDR Processing (Processing all day today CDRs for DWH
processing (Reporting) purpose.), New network element/node integration (New node
integration and New Mediation node service integration.), Network element/node
expansion (New acquisition portal addition. New output stream addition, a
Configuration change (New Business Logic (BL) creation, duplicate logic/area
modification/expansion) and Business data configuration (New number series, VAS
SMS port, IVR port, a non-revenue shareable port for IBS. New domain name and new
service class configuration.).

ERP Solutions (ERPS): ERP Solutions offer complete service for Enterprise Resource
Management including Human Resource Management System (HRMS), Supply Chain
Management (SCM), Financials management of both Accenture Communications
Infrastructure Solutions Ltd (ACIS) as well as Grameenphone Ltd.

Database Management Services (DBMS): DBMS provide consultancy

Implementation Services and Remote DBA Services for Database Management Service
(DBMS). They also provide consolidation, High Availability for Technology Stack,
Data Migration and up gradation, Performance Management, Backup and recovery
Management, Resource optimization, GRID Infrastructure design, and deployment.

Business Intelligence Services (BIS): BIS collects, maintains and organizes data to
produces large amounts of information that helps to develop new opportunities,
implementing an effective strategy to provide a competitive market advantage and long-
term stability for GP. BI provides historical, current and predictive views of business
operations and KPI through reporting, dashboards, analytics, data mining, campaign and
predictive analytics. Also, participates in pre-bid activities related to BIS and provides
Legal and compliance support.

Provisioning Services (PS): Provisioning Services provide Provisioning Service for

different VAS Service like EDGE, MCA, F&F, Call block along with various type of
activation/deactivation services like BAR-UNBAR, Voice, Data, PRBT, Edge profile,
CRM related request, new Network Element integration, Business data
configuration(New number series), batch provisioning.

22
Revenue and Fraud Management Services (RAFM): RAFM offers revenue
assurance and fraud management solution in Telecommunication business. They
develop and manage platform of a set of controls and applications to identify the
revenue leakage and fraudulent threat which covers full revenue chain from raw CDR
processing to reporting.

Server and Storage Management Services (SSMS): SSMS provide consultancy and
implementation Services on Server Storage and Management. Also, provide
Virtualization and Consolidation, High Availability for Technology Stack, Data
Migration and Up gradation, Performance Management, Backup and crash recovery
Management, Resource optimization, UNIX System and SAN Storage services.

Network and Internet Provisioning Service (NPIS): NPIS provides the Internet for
Edge/GPRS Services. Also provide connectivity with IIG operators DNS Service for
GPRS, internet based services, Proxy Service of office internet communication. They
provide LAN, WAN, WLAN service including IP telephony service for GP House,
NNT, and regional offices. They also provide Data Center (DC) and Disaster Recovery
(DR) service, operations, and maintenance.

End User Computing Services (EUCS): EUCS provide IT asset and software license
management for business. Conduct a periodic audit to ensure optimum use of the license
and IT asset. Assist in forecasting future requirement of a license and IT asset through
consultancy. They provide hardware troubleshooting service for major (Laptop,
Netbook, Printer, Desktop etc.) IT equipment includes OS troubleshooting.

Regional Support Services (RSS): RSS provide Regional IT service and support
(manage service) almost everywhere in Bangladesh for Grameenphone Ltd. This
includes Onsite Support for Regional Infrastructure Maintenance, Application
Maintenance support, LAN/WAN maintenance, End user IT Asset maintenance, Project
Implementation support at countrywide regional locations.

Data Center and Infrastructure Solutions (DCIS): DCIS provide complete Data
Center Solution with Planning, Designing and Implementation of DC/DR, DC services
and ensure scalability for operating applications Software, ensure DC facility for
server/storage/network, services according to alert notifications, approve authorization
process for ID administration, Installation, maintenance and Troubleshooting of LAN
and SAN network, Infrastructure support for both internal and external project.

23
They also provide consultancy Service for DC/DR implementation, operation, and
standardization. Accenture Communications Infrastructure Solutions Ltd (ACIS) also
provides Unified Messaging Services (UMS), Active Directory File Services (ADFS),
Interconnect Billing Service (IBS), Systems and Services Monitoring (SOC), SMS
Value Added Service (SMSVAS), Service Access Platform (SAP) and Product and
Campaign solution.

3.3 Formation of ISO 20000 Core Team

In order to achieve ISO 20000 certification, Accenture Communications Infrastructure

Solutions Ltd (ACIS) formed a team called ISO Core team headed by Chief technology
officer. Service leader has been given the authorities to take care of all the services and
process leader given the responsibilities of designing, implementing, roll out all ISO and
ITIL processes throughout the organizations. Each service and process owned by a
service owner and process manager respectively.

CTO

Delivery
Lead

Process Service
Lead Lead
ISO Core
Team
Process Service
Managers Owners

Figure 3.5: Structure of ISO 20000 core team of Accenture Communications

Infrastructure Solutions Ltd (ACIS)

All the activities are coordinated by a delivery lead who directly reports to CTO. There
is a formal coordinator team consists of three members who directly reports to delivery
lead. There was a consultant from APMG who played an advisory role.

24
3.4 Implementation Stages in Accenture Communications Infrastructure Solutions
Ltd (ACIS)

Accenture Communications Infrastructure Solutions Ltd (ACIS) implement the ISO

20000 in below stages. All the activities of each stage are performed under the
supervision of a consultant and high officials.

Phase 1: Planning and Discovery

i. Planning Meeting and Orientation Training

ii. Perform Gap Assessment: Identify Scope, Conduct Staff Interviews, and
Produce Audit Findings
iii. Establish Estimates, Project Plan, Timeline and Milestones
iv. Form Steering Committee: Define Roles and Responsibilities

Phase 2: Systems Development

i. Define Document Control System; establish criteria for documents to be

included in Document Control System
ii. Define Record Control System; establish criteria for records to be included in
Record Control System
iii. Identify business process, inputs, and outputs; interview organization to develop,
review, and approve workflows
iv. Define and introduce process: policies, procedures, plans, work instructions,
forms, etc.
v. Establish ―
system‖ requirements
vi. Define SMART objectives and measurements (evaluate customer satisfaction,
supplier evaluation, contractual requirements, etc.)

Phase 3: Systems Operation

i. Institutionalize system (implemented documentation and new processes)

ii. Provide mentoring and coaching
iii. Integrated Management Reviews
iv. Training (on new requirements)
v. Conduct Internal Audits

Phase 4: Validation

i. Pre-Assessment (optional)

25
 ii. Stage 1 Assessment (Readiness Review)
iii. Stage 2 Assessment (Assessment of Implementation, interviews, and evidence
reviewed)
iv. Respond to audit findings (develop corrective action plan, discover root cause
for any non-conformities, and submit for review)

3.5 Process Implementation in Accenture Communications Infrastructure

Solutions Ltd (ACIS)

In order to implement ISO 20000, ITIL knowledge is quite necessary. ISO 20000 is the
official ISO standard for IT Service Management which was formulated by an
independent team of expert people under control of the ISO group (ISO = International
Standards Organization). The ISO Standard is based on the ITIL Framework. ITIL
Framework is guidance or a set of books with processes, procedures, policies and
activities that need to follow for good practice in designing, building and delivering IT
Services. Both ITIL and ISO 20000 have processes but most are common. ITIL offers a
guideline to design and implement processes.

3.5.1 ITIL Processes Implemented in Accenture Communications Infrastructure

Solutions Ltd (ACIS)

ISO 20000 is an IT Service Management System standard that provides a framework for
best practices. ITIL is the most widely adopted approach for IT Service Management in
the world. It provides a framework for identifying, planning, delivering and supporting
IT services to the business. ITIL has five books Service Strategy ( Strategic analysis,
planning, positioning ), Service Design ( Translates plans to designs to specifications ),
Service Transition ( Ensures design will deliver and can be operated ), Service
Operation ( Manage a service throughout production lifecycle ), Continual Service
Improvement ( Measures performance for maximum benefit). Below are the processes
described in these books and need to be implementing in ITSM organizations prior to
ISO 20000 implementations. Accenture Communications Infrastructure Solutions Ltd
(ACIS) rolled out all these processes within the organization. Below figures illustrated
all the ITIL processes rolled out in Accenture Communications Infrastructure Solutions
Ltd (ACIS).

26
 ITIL V3 2011

Service Service Service Service

CSI
Strategy Design Transition Operation

Transition 7 step
Demand Design Co- Event
planning and improvement
management ordination management
support process
Service
Strategy change Incident
Cataloque CSI Approach
Management management Management
management
Service
Capacity Problem Deming
Portfolio SACM
management Management Cycle
Management

IT Financial Availability Release Access

Management Management Management management

Business
Relationship IS Knowledge Request
Management Management fulfilment
Management
Service
Supplier
Management Validation
and testing
IT Service
Change
continuity
Evalustion
Management

Figure 3.6: ITIL Processes implemented in Accenture Communications Infrastructure

Solutions Ltd (ACIS)

3.5.2 ISO 20000 Processes Implemented in Accenture Communications

Infrastructure Solutions Ltd (ACIS)

There are four main processes in ISO 20000 and under each process, there are some
subprocesses. Accenture Communications Infrastructure Solutions Ltd (ACIS)
implemented all the processes of ISO 20000 which are shown below.

27
 ISO 20000 process

Service Relationship
Resolution Control
Delivery Management
Process Process
Process Process
Capacity Incident and
Service Request Configuration
Management BRM
Management Mgt process
process
Process
Continuity Supplier Change Mgt
and management Problem Process
Availability Managemnet
process
Release and
deployment
Informain Mgt Process
Security

Buddegting
and Control
Process

Service
reporting

Service level
Management

Figure 3.7: ISO 20000 processes implemented in Accenture Communications

Infrastructure Solutions Ltd (ACIS)

3.6 Roles and Responsibilities for ISO 20000 in Accenture Communications

Infrastructure Solutions Ltd (ACIS)

In order to implement ISO 20000, Accenture Communications Infrastructure Solutions

Ltd (ACIS) formed a team called ISO Core team and each process is assigned by
process managers which are shown below.

28
 Table 3.1: Process managers and respective processes name

Name of the Processes Responsible Process Managers

Incident and Service Customer Services Senior Analyst

Request Management
Service Level Management Head of Service Operation Center
Business Relationship Management Service Delivery Senior Manager
Event Management Service Operation Center Senior Analyst
Problem Management Head of Sales Management System
Change Management Mediation System Manager
Release Management Telco Billing System Manager
Configuration Management Senior Sales Management Analyst
Capacity Management Planning and Research Senior Analyst
Availability and Service Continuity Senior Service Operation Analyst
Management
Service Reporting Head of Service Operation Center
Information Security Management Information Security Senior Analyst
Supplier Relationship Management Senior Procurement Analyst
Budgeting and Control Process Senior Finance and Accounts Analyst
Management

Service owners played an important role during the implementation of ISO 20000 in
Accenture Communications Infrastructure Solutions Ltd (ACIS) .Service owners were
responsible for implementing and supervising all the ISO processes within his service
area. Service owners are mainly unit head and responsible for maintaining the team.
Below is the list of services and responsible person of Accenture Communications
Infrastructure Solutions Ltd (ACIS).

29
 Table 3.2: Service owners and respective services name

Name of the services Phase Name of Service Owners

Contact Center Solutions PH-1 Head of Contact Center Solutions

CRM Solutions PH-1 Head of CRM Solutions
Sales Management Services PH-1 Sales Management System Team Lead
Service Desk Service PH-1 Head of Service Desk
Telco Billing Services PH-1 Telecom Billing System Team Lead
Mediation Services PH-1 Mediation System Manager
ERP Solutions PH-1 Head of ERP Solutions
Database Management Services PH-1 Database System Team Lead
Business Intelligence Service PH-1 Head of Business Intelligence
Server and Storage Management PH-1 Senior Server Management Manager
Services
Network Provisioning Services PH-1 Senior Network Analyst
End User Computing Service PH-1 Senior Asset Management Analyst
Unified Messaging Services PH-1 Head of Asset Management
Internet Provisioning Services PH-1 Senior Infrastructure Analyst
IT Security Services PH-1 Head of IT Security System
Active Directory File Services PH-1 Senior Windows System Analyst
Regional Service and Support PH-1 Head of Regional IT Services
Provisioning Service PH-1 Head of Provisioning Services
Interconnect Billing Service PH-1 Head of Interconnection Billing System
Systems and Services Monitoring PH-1 Head of Service Operations Center
SMS Value Added Service PH-2 Senior VAS Analyst
Service Access Platform PH-2 Senior Service Operation Manager
Data Center and Infrastructure PH-2 Head of Data Center Management
Solutions
Product and campaign solution PH-2 Senior Product Solutions Manager
Revenue Assurance and Fraud PH-2 Head of RAFM System
Management Services

30
 CHAPTER 4: METHODOLOGY

4.1 Methodology

In this research, information collected from literature study and empirical investigations.
An empirical study is investigations based on data, which was collected through
surveys, interviews, telephonic conversations, and meetings. The case study aimed to
find out challenges and followed the below procedures.

i. Qualitative data analysis based on data collected from interviews and a list of
important challenges identified.
ii. Based on the interviews/meeting and literature study, prepared some survey
questions and sent to participants
iii. The researcher then studied the rating of each challenge qualitatively to
conclude the relative importance of the challenges and finalize their order-
ranking. Using factor analysis, finally, challenges are grouped based on
commonalities and relevancy.
iv. Based on the analysis of the data collected during the interviews and also the
challenges identified, the researcher also systematically identified the ways and
method to overcome these challenges.

The following open-ended questions were asked in interviews and meetings to collect
data from the participants –

i. What is your experience working with ISO 20000 implementation in Accenture

Bangladesh? What is your point of view towards ISO 20000 implementation in
Accenture Communications Infrastructure Solutions Ltd (ACIS)?
ii. What were the challenges in implementing ISO 20000 in Accenture
Communications Infrastructure Solutions Ltd (ACIS)?
iii. How these challenges Accenture Communications Infrastructure Solutions Ltd
(ACIS) overcome?

During the interview process, the meaning of the participants‘ answers was constructed
only with the participants‘ own words and the context of the interviews to ensure the
maximal level of accuracy in reflecting the participants‘ understanding of the topic.
Summarized all answers in each category and removed duplicate items. This resulted in
a list of challenging areas for each category. For each challenge identified, the

31
interviewer kept a record of how many participants had mentioned it during the
interviews. Based on the interviews/meeting and literature study, several challenges
areas identified and prepared some survey questions which was presented to 99
employees of Accenture Communications Infrastructure Solutions Ltd (ACIS) who are
working in different departments of Accenture Communications Infrastructure Solutions
Ltd (ACIS) and involve in implementation of ISO 20000.
During the survey, participants were asked to put their opinion according to their
importance; all ratings were done on a scale between 1 and 7, 1 being least important
and 7 being most important. This step allowed to order rank the challenging areas with
higher mean or lower standard deviation were given a higher ranking, in case more than
one challenge had the same average rating, the item which received ratings with smaller
standard deviation was ranked higher. Factor analysis performed to find out the
relationship among different challenges areas and categorize them into different
categories. Cronbach‘s α was calculated to test the reliability of questionnaires and
independent t-Test was also performed to test whether a different group of people is
thinking differently or not. After factor analysis (using rotated component matrix)
relevant challenges are grouped together to find out overall challenging areas.

4.2 Views towards the ISO 20000 Standard

During the interviews or meetings, following question was asked first to settle the
participants and to establish rapport. It was also a way of getting their views on the ISO
20000 standard.

Interview question 1: What is your experience working with ISO 20000

implementations in Accenture Communications Infrastructure Solutions Ltd (ACIS)?
What is your point of view towards ISO 20000 implementation in Accenture
Communications Infrastructure Solutions Ltd (ACIS)? Throughout the interviews and
meetings, the researcher found that the views towards ISO 20000 as an IT Service
Management framework were positive overall. Most of the participants thought
employees were united than before and it happened due to the implementation of ISO
20000. Many participants also believe that ISO 20000 aligns IT services to international
IT market and it standardizes the services. 66% of the interviewees express that ISO
20000 implemented to standardize IT Services and align with international IT market.

32
63% participants believe that ISO 20000 is the most popular IT service standard in the
world and many visible benefits can be achieved.37% participants told that ISO 20000
was really beneficial for ACIS and ACIS became the pioneer in this field. 37%
participants believe roles and responsibilities were clearly defined and it was the key
factor of implementation. 32% participants told that ACIS were in perfect position to go
for implementation of ISO 20000. 24% participant told that IT service delivery was
improved a lot after implementation of ISO 20000. 24% participants strongly believe
that ISO 20000 is different from other standard and implementation was never been
easy.

Table 4.1 and Figure 4.1 are showing the summaries of the highlighted area that
emerged from the answers of the interviews and meetings.

33
 Table 4.1: Views of IT Professionals of Accenture Communications Infrastructure Solutions Ltd (ACIS)

Highlighted Areas Views of IT Professionals of Accenture Communications Infrastructure Solutions Ltd (ACIS)
ISO 20000 is different ―
I have been working in this organization for a long time. I saw many standards implemented and
from other standard and practiced by myself also but this ISO 20000 is really a different one.‖ (Process Manager, Capacity
implementation was Management Process).
never been easy. ―
It is common sense based approach and it is what you make of it‖ (Process Manager, Business
Relationship Management).
―
We faced many problems during implementation but somehow we managed to overcome it.‖
(Process Manager, Supplier Relationship Management)
ISO 20000 was really ―
Standard is always good and it brings efficiency and smoothens the operation.‖ (CTO, Accenture
beneficial for Accenture Communications Infrastructure Solutions Ltd (ACIS) ).
Communications ―
GPIT is the beginning and I think many more organizations will come to this arena soon as we are
Infrastructure Solutions entering IT world day by day.‖ (Team Lead, ISO Core Team).
Ltd (ACIS) and We ―
Actually we were searching for a standard where all my task can be standardized and all we can be
became the pioneer in benefitted.‖ (Service Owner, End User Computing).
this field. ―
Actually it was a great experience for me to work in a pioneer of ISO 20000 in Bangladesh.‖ (ISO
20000 consultant, Accenture Communications Infrastructure Solutions Ltd (ACIS)).
―
It is very effective for Accenture Communications Infrastructure Solutions Ltd (ACIS) if
implemented properly‖ (Core Team Member).
―
Very helpful and important standard and I think this standard should be known by all IT
professionals.‖(Process Manager, Service Reporting).

34
 Table 4.1: Views of IT Professionals of Accenture Communications Infrastructure Solutions Ltd (ACIS) (Continued…)

Highlighted Areas Views of IT Professionals of Accenture Communications Infrastructure Solutions Ltd (ACIS)
IT Service delivery was ―
I think it‘s really useful because it is a standard way of doing things‖ (Process Manager, Information
improved a lot after Security Management).
implementation of ISO ―
It is kind of like standardized across the industry‖ (ISO 20000 & ISO 27001:2005 Consultant for
20000. Accenture Communications Infrastructure Solutions Ltd (ACIS)).
―
We have no problem to deliver services across the world as we are following same standard‖ (Core
Team Member, ISO Core Team).
Roles and ―
Now in (Accenture Bangladesh), people know their responsibilities clearly‖ (Service owner, Server
Responsibilities were and Storage Management Services).
clearly defined and it was ―
No more bureaucracy in this organization, this is because of ISO‖ (Core Team Member, ISO Core).
the key factor of
implementation.
Accenture ―
We have a lot of ITIL experts and experienced IT professionals who are working in this field for a lot
Communications of years together. We were the perfect stage to implement it‖ (Service Owner, CRM Solutions).
Infrastructure Solutions ―
ISO 20000 is the standard that we are looking for to establish ourselves as a true IT Service Provider‖
Ltd (ACIS) were in (Service Owner, Contact Center Solutions).
perfect position to go for ―
People were eager to learn new things although of course not all people but most of the people were
implementation of ISO crazy for this.‖ (Process Manager, Release Management).
20000.

35
 Table 4.1: Views of IT Professionals of Accenture Communications Infrastructure Solutions Ltd (ACIS) (Continued…)

Highlighted Areas Views of IT Professionals of Accenture Communications Infrastructure Solutions Ltd (ACIS)
ISO 20000 ―
Standard sometimes will help you to understand what is going on IT world, how they manage IT services
implemented to and thus ISO 20000 become important for us.‖ (Process Manager, Release Management).
standardize our IT ―
Our management wanted a good performing team who can run our business both locally and
Services and align internationally.‖ (Service Owner, RAFM)
with international IT
market.
We are now more ―
We are now more united than before‖ (Process Manager, Change Management).
united compare than
before (After
implementation of
ISO 20000).
ISO 20000 is the ―
It is kind of like standardized across the industry‖ (ISO 20000 & ISO 27001:2005 Consultant for
most popular IT Accenture Communications Infrastructure Solutions Ltd (ACIS)).
service standard in ―
It is just the beginning and someday you will be matured and all the benefits will realize then.‖ (ISO
the world and many 20000 & ISO 27001:2005 Consultant for Accenture Communications Infrastructure Solutions Ltd (ACIS)).
visible benefits can
be achieved.

36
 66%
63%
70%
60%
50%
37% 37%
40% 32%
24%
30% 20%
20%
10%
0%

Figure 4.1: Summary of Views of IT Professionals of Accenture

Communications Infrastructure Solutions Ltd (ACIS)

4.3 Research Approaches and Preliminary findings

Each of the participants was asked the following questions to get their insights on the
challenges associated with the implementation of ISO 20000 in Accenture
Communications Infrastructure Solutions Ltd (ACIS).

Interview Question 2: What are the challenges you can identify for Accenture
Communications Infrastructure Solutions Ltd (ACIS) to implement ISO 20000
standards? Several challenges were identified and uniquely defined by name from
interpreting the participants‘ answers and reflecting on the participants‘ understanding
of the challenges.

There are many processes both in ITIL v3 as well as ISO 20000.Clear knowledge of
processes is necessary to implement this standard. Sometimes IT professionals are
reluctant about this standard as this is not their main job rather it considered as extra
responsibility in Accenture Communications Infrastructure Solutions Ltd (ACIS) .After
37
summarizing the views of process managers and removing duplicate ones, the challenge
items were taken into consideration from the process manager‘s perspective are shown
in Table 4.2.

Lots of investment carried out by Accenture Communications Infrastructure Solutions

Ltd (ACIS) in terms of resources, finance, and infrastructure. Many participants saw
this important challenge to implement this ISO standard. Some participants mentioned
that they had never seen adequate resources being committed to ISO 20000 standards as
required. Many participants mentioned that return on investment can‘t be seen
immediately and they also mention that it would rather effect on salary increment or
other benefits or minimizing organizations operation cost. Few of experienced
consultants and costly system deployed to implement ISO and in the long run how
Accenture Communications Infrastructure Solutions Ltd (ACIS) cope up this, may be
questionable. From interviews with high officials, the challenge items were listed are
shown in Table 4.3
Accenture Communications Infrastructure Solutions Ltd (ACIS) is following CMMI,
ISO 27001:2013, Bangladesh ICT Policy, Telenor group ICT policy, GPIT IT policy
and ISO 20000. They have also another non-IT standard also. Correlation and
interaction among this standard are absolutely vital for successful implementation of
ISO 20000.There are some processes that are common in some standards and in this
cases they needed to consider a consistent approach. Information security and IT
security are always in the clash as many things are common among these standards.
Table 4.4 shows the challenge items which were listed after meetings and interviews
with ISO Core team of Accenture Communications Infrastructure Solutions Ltd (ACIS).

38
 Table 4.2: Challenges mentioned by Process Managers

Serial. Code Name Name of Challenges % of Process % of participants

No Managers mentioned during
mentioned these interviews/meetings
challenges name
1 PMC1 Understanding ITIL & ISO 20000 processes and 100% [11 out of 11] 26.8% [11 out of 41]
awareness of benefits by IT Support teams of
Accenture Communications Infrastructure Solutions
Ltd (ACIS)
2 PMC2 The ability to achieve both short term and long term 81.82% [9 out of 11] 21.96% [9 out of 41]
benefit of ISO 20000
3 PMC3 Investing large amount of money for ITSM tools and 72.75% [8 out of 11] 19.51% [8 out of 41]
infrastructure development.

39
 Table 4.3: Challenges mentioned by High Officials

Serial No Code Name of Challenges % of High officials % of participants

Name mentioned these mentioned during
challenges name interviews/meetings

1 CCC1 Accenture Communications Infrastructure Solutions 100% [4 out of 4] 9.75% [4 out of 41]
Ltd (ACIS) IT Professional‘s commitment and
financial & budgeting commitment of high officials for
ISO 20000 implementation
2 CCC2 The relationships and interactions among various 50% [2 out of 4] 4.88% [2 out of 41]
standards like CMMI, ISO 27001:2013 and ISO 20000
3 CCC3 The cost-benefit justification for investigating, 100% [4 out of 4] 9.75% [4 out of 41]
identifying and removing root causes of IT issues
4 CCC4 The technical knowledge of the IT support teams of 100% [4 out of 4] 9.75% [4 out of 41]
Accenture Communications Infrastructure Solutions
Ltd (ACIS)
5 CCC5 Understanding Operational Benefits of ISO 20K by 50% [2 out of 4] 4.88% [2 out of 41]
Lead Customers

40
 Table 4.4: Challenges mentioned by ISO Core team

Serial Code Name of Challenges % of ISO Core member mentioned % of participants

No Name these challenges name mentioned during
interviews/meetings

The maturity of all the standards and functions

1 ICC1 100% [3 out of 3] 0.7% [3 out of 41]
that interact these standards

The Accenture Communications Infrastructure

Solutions Ltd (ACIS) management
2 ICC2 66.67% [2 out of 3] 0.5% [2 out of 41]
understands of ISO 20000 processes and its
benefits

41
Some participants believed that successful implementation of ISO 20000 would require
focus, information, knowledge, and collaborations of different support teams. For
efficient execution of processes, some participant believes that temporary solution is not
effective rather it is better to find out an acceptable permanent solution and in these
cases, all teams need some patience. Two participants expected the process managers to
be highly technical in order to identify and resolve complicated technical issues. Table
4.5 shows challenge items which were listed after meetings and interviews with Service
owners of Accenture Communications Infrastructure Solutions Ltd (ACIS).
Many participants mentioned that organizational factor such as organization structure;
organization culture may impact largely upon implementation of ISO 20000 standards.
few participants mentioned that members of the IT service organization‘s may be
reluctant to change the way they provide IT support and therefore pose challenges to the
implementation of new support processes. Some also saw the adoption of this process
and the design of related policies in the organizational environment being challenging.
After summarizing the views, the following common challenge items were listed that
was mentioned by all participants are shown in Table 4.6

42
 Table 4.5: Challenges mentioned by Service Owners

Serial Code Name of Challenges % of service owners % of participants

No Name mentioned these mentioned during
challenges name interviews/meetings

1 SOC1 Right Process Managers selection 100% [25 out of 25] 60.9% [25 out of 41]

2 SOC2 Re-structuring Organization and Central ISO 20K 92% [23 out of 25] 56.1% [23 out of 41]
Management team

3 SOC3 Implementing all processes in service 88% [22 out of 25] 53.7% [22 out of 41]

4 SOC4 The adaptation, customization, and governance of the ISO 80% [20 out of 25] 48.8% [20 out of 41]
20000 processes within Accenture Communications
Infrastructure Solutions Ltd (ACIS)
5 SOC5 Proving better and Proactive services to Premium Customers 76% [19 out of 25] 46.3% [19 out of 41]
6 SOC6 Readiness of Accenture Communications Infrastructure 68% [17 out of 25] 41.5% [17 out of 41]
Solutions Ltd (ACIS) in alignment with changes in best
practice

43
 Table 4.6: Challenges mentioned by all Participants

Serial Code Name of Challenges % of participants mentioned during

No Name interviews/meetings [regardless
specialist areas]

1 ComC1 The collaboration of the Technical support teams and well 84.5% [32 out of 41]
distribution of workload among the responsible person of
Accenture Communications Infrastructure Solutions Ltd (ACIS)
2 ComC2 Gaining Helpful Attitude from Premium Customers during 65.85% [27 out of 41]
implementation
3 ComC3 Continuing GP Services as usual with no interruption 58.53% [24 out of 41]
4 ComC4 The quantity and quality of the documentation gathered for the 39.01% [16 out of 41]
ISO 20000 standard

44
4.4 Designing the Survey and Survey Method

In order to design the survey for Accenture Communications Infrastructure Solutions

Ltd (ACIS), following six key considerations are considered, including relevance,
objectivity, clarity, the look & feel, question structure, and the survey flow. Whole
survey design is shown below as diagram-

Relevance

Clarity Objectivity

Survey Design for

ACIS

Look
Flow
and Feel

Question
structure

Figure 4.2: Six Key Considerations in Survey design for Accenture Communications
Infrastructure Solutions Ltd (ACIS)

Clear objectives are set prior conducting the survey. The main objective was to identify
the challenges during ISO 20000 implementations in Accenture Communications
Infrastructure Solutions Ltd (ACIS) based on participants opinion, survey input,
interviews, previous research, and meetings. During this survey focused on participants
opinion and their input and challenges identified based on their input and relate to
challenges identified during meetings, interviews, and empirical research. The survey
was an enjoyable experience for the participants as responded were given enough time
to respond the survey and also they were allowed to edit their responses before the
timeline although they submitted the survey.
In the structure of the question, Structures questions (closed-ended questions) were
given the priority over open-ended questions. Important questions were asked first and
same scale (Likert Scale 7) applied on every closed ended question and also
demographic questions were asked to identify the participant uniquely. According

45
to SurveyGizmo [27], ―
Survey Length – Research has shown that surveys should take 5
minutes or less to complete. Although 6 – 10 minutes is acceptable, longer than 11
minutes will likely result in significant abandonment rates. On average, respondents can
complete 5 closed-ended questions per minute and 2 open-ended questions per minute.‖
By following this concept only 20 questions were asked and given enough time to
complete. Actually, researcher distributed the paper-based survey to the participant and
allowed them one week time to handover to the researcher. During the interview session
10-15 minutes taken to capture the opinion and for meetings half an hour time taken to
conclude the session. Relevant participants were selected for the survey. The entire
participant actively participated ISO 20000 certification process for Accenture
Communications Infrastructure Solutions Ltd (ACIS) and no key people of Accenture
Communications Infrastructure Solutions Ltd (ACIS) were exempted. Survey process
was simple and easy and no ambiguity was present. The language was simple and
questions were specifically based on the topic.

4.5 Steps of Survey Process for Accenture Communications Infrastructure

Solutions Ltd (ACIS)

During the survey in Accenture Communications Infrastructure Solutions Ltd (ACIS) ,

the following six steps followed to complete this activity.
i. Survey Design
ii. Selection of sample participants
iii. Construction of Questionnaires
iv. Conduct Survey and Collect Data
v. Survey data analysis
vi. Report Results based on data analysis

4.6 Construction of Questionnaires for Survey

Survey questionnaires were designed based on a literature study, researcher practical

experience, and interviews & meetings with some key implementer of Accenture
Communications Infrastructure Solutions Ltd (ACIS). The researcher found that many
challenges of literature study and challenges mentioned by key implementer during the
interview are very common. A total of 21 questions was designed to send to the
participant. The researcher went to the desk of every participant and requests to

46
response the survey on spot. Most of the participants agreed to respond on spot but
some participants refuse to respond on spot and they took time for filling up the survey
and after that called to the researcher to collect. The researcher took a long time to
complete this survey in order to collect all the responses and tried no participants remain
non-responded. Structures questions (closed-ended questions) were given the priority
over open-ended questions. The language was simple and questions were specifically
based on the topic. Important questions were asked first and Likert 7 point scale was
used to collect the opinion where 1 = Strongly Disagree, 2 = Quite Disagree, 3 =
Slightly Disagree, 4 = Neutral, 5 = Slightly Agree, 6 = Quite Agree and 7 = Strongly
Agree. Demographic questions were asked to identify the participant uniquely. Details
questionnaires can be seen in the appendix section of this book.

4.7 Participants Selection and Conducting Survey

Based on the interviews/meeting and literature study, several challenges areas identified
initially and prepared some survey questions on each areas covering all challenges
which was sent to 99 employees of Accenture Communications Infrastructure Solutions
Ltd (ACIS) including all service owners and their related team members, Process
managers, CEO, CHRO,CTO, ISO Core team and consultant who are working in
different department of Accenture Communications Infrastructure Solutions Ltd (ACIS)
and involve ISO 20000 implementation. Accenture Communications Infrastructure
Solutions Ltd (ACIS) has 430 employees as of 30th September 2015. Out of 430, 99
employees were selected for the survey which is 23.02%.If people involved in ISO
20000 considered, more than 98% were selected as a participant in this survey. Other
2% were missed as they were out of office or resign from service.

47
 Table 4.7: Number of Participants for interviews, meetings, and survey

Type of Participants Count Way of Participation Comments

Service Owners 25 In-depth Interview, FGD, All Service owners
and On-site survey included
Operation Engineers 55 On-site survey and Email Operation Engineers
Survey selected randomly
Process managers 12 In-depth Interview, FGD, All Process Managers
and On-site survey included
ISO Core Team 3 In-depth Interview and All Core team
On-site survey members included
High Officials and 4 In-depth Interview and Separate interviews
Consultant survey

4.8 Data Collection and Verification

Data was collected carefully. Initial timeline was extended so that maximum data can be
captured. According to Baruch, Y, and Holton, B [28], the average response rate for
studies that utilized data collected from individuals was 52.7 percent with a standard
deviation of 20.4, while the average response rate for studies that utilized data collected
from organizations was 35.7 percent with a standard deviation of 18.8.

i. a response rate of 50% is adequate for analysis and reporting

ii. a response rate of 60% is good
iii. a response rate of 70% is very good

Out of 99 participants, 92 participants filled up the survey and send back i.e. response
rate was 92.93%. Only 3 responses were excluded (1 was incomplete, 1 was given
multiple answers and other one given all lowest scale which has no valuable meaning
and from this opinion, no significant data found that can be taken for analysis) from the
data analysis i.e. data accuracy was 96.7%.

4.9 Statistical Data Analysis

Several challenging areas were identified and uniquely defined by code name after
analyzing responses and ranked based on mean, standard deviation and variance. Each
challenging area is assigned by a code such as understanding processes and its benefits

48
by IT Support teams (C-1), justification on short term and long term benefits (C-2),
investing large amount of money in ITSM tools (C-3), right process managers selection
(C-4), restructuring organization and forming central ISO monitoring team (C-5),
implementing all processes in service (C-6), adaptation, customization and governance
(C-7), continuing premium customer support (C-8), readiness and alignment with
changes (C-9), maturity of all standards (C-10), believe in benefit and processes
understanding by high officials (C-11), budget and financial planning (C-12),
understanding benefit by lead customer (C-13), justification on cost benefit analysis (C-
14), technical knowledge of IT support people (C-15), relationship among standards (C-
16), collaboration and well distribution of work load (C-17), getting helpful attitude
from premium customers (C-18), Continuing premium customer support with no
interruption (C-19) and maintaining quality documentation (C-20).

Below formula was used to calculate in the data analysis process and all these cases
SPSS 20.0 software package was the reference tool. Interview data was also collected
and documented. Excel 2010 was also used to summarize interview data.

Mean

The mean of a data set is simply the arithmetic average of the values in the set, obtained
by summing the values and dividing by the number of values. Recall that when we
summarize a data set in a frequency distribution, we are approximating the data set by
"rounding" each value in a given class to the class mark. With this in mind, it is natural
to define the mean of a frequency distribution by

……………………………………………………………….....4.1

The mean is a measure of the center of the distribution. From the algebraic formula, the
mean is a weighted average of the class marks, with the relative frequencies as the
weight factors.

Variance

The variance of a data set is the arithmetic average of the squared differences between
the values and the mean. The variance of a frequency distribution is given by

………………………………………………….4.2

49
Standard Deviation

The standard deviation tells how much the respondents agree or not. The scale, in this
case, goes from ―
0‖ to ―
2‖. The closer the number is to ―
0‖ the more the respondents
agree with the average value of the ranking. In contrast, the closer the value is to ―
2‖ the
more in disagreeing are the respondents to the average value. If the result is close to ―
1‖
it means that the ranking is evenly spread over all the ranking values.

The standard deviation is the square root of the variance:

………………………………………………………………………………..4.3

Table 4.8: Mean, Variance, and Standard Deviation

SN Code Response Response Mean SD Variance Sum

(Valid) (Invalid)
1 C-12 91 6 6.64 0.48 0.23 595
2 C-7 90 7 6.54 0.50 0.25 498
3 C-11 89 8 6.41 0.62 0.38 395
4 C-5 90 7 6.30 0.68 0.46 577
5 C-4 90 7 6.02 0.75 0.56 522
6 C-15 89 8 5.89 0.76 0.57 505
7 C-17 90 7 5.80 0.88 0.77 372
8 C-1 89 8 5.76 0.78 0.61 349
9 C-9 89 8 5.67 0.75 0.56 513
10 C-6 89 8 5.53 0.77 0.59 333
11 C-18 90 7 5.43 0.69 0.47 542
12 C-2 90 7 5.37 0.70 0.49 530
13 C-8 90 7 5.28 0.66 0.43 489
14 C-16 89 8 4.85 0.85 0.72 478
15 C-10 89 8 4.58 1.04 1.09 470
16 C-13 89 8 4.44 0.93 0.86 432
17 C-20 89 8 4.33 0.95 0.90 591
18 C-3 89 8 4.13 1.09 1.20 561
19 C-14 89 8 3.92 1.15 1.32 408
20 C-19 89 8 3.74 1.06 1.13 385

50
Factor Analysis

Factor analysis was performed using a Principal Component Analysis (PCA) and the
Varimax with Kaiser Normalization rotation method until the Eigenvalue of the each
factor was greater than 1.The rotation converged in 5 iterations. In factor analysis, KMO
and Bartlett's Test is also performed to measure the Sampling Adequacy.

Principal Component Analysis (PCA)

PCA involves a mathematical procedure that transforms a number of possibly correlated

variables into a number of uncorrelated variables called principal components. PCA is
the simplest of the true eigenvector-based multivariate analysis. PCA are statistical
techniques applied to a single set of variables where the researchers are interested in
discovering which variables in the set form coherent subsets, which are relatively
independent of one another. Variables that are correlated with one another but largely
independent of other subsets of variables are combined into factors.

Varimax

Varimax rotation is used to maximize the variance of factor loading by making high
loading higher and low ones lower for each factor. Varimax rotation is often used in
surveys to see how the grouping of questions measures the same concept.

Table 4.9: Factor Analysis (KMO and Bartlett's Test)

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling
0.713
Adequacy.
Approx. Chi-
Bartlett's Test of Sphericity 1586.344
Square
df 190
Sig. 0

51
 Table 4.10: Factor Analysis (Rotated Component Matrix)

Rotated Component Matrix

Code Name Component
1 2 3 4 5
C-12 0.814 -0.170 -0.841 0.121 -0.166
C-7 0.911 0.110 -0.119 0.117 0.028
C-11 0.891 0.090 0.007 0.262 -0.063
C-5 0.863 0.032 0.0862 0.045 0.203
C-4 0.474 -0.067 -0.091 0.215 0.321
C-15 -0.056 0.854 0.063 -0.127 0.071
C-17 -0.005 0.857 0.093 0.375 -0.056
C-1 -0.092 0.834 0.077 0.278 0.092
C-9 -0.081 0.782 0.177 -0.127 0.286
C-6 -0.022 0.123 0.076 0.853 0.105
C-18 0.213 0.152 0.310 -0.057 0.670
C-2 -0.047 0.008 0.721 -0.019 0.004
C-8 -0.093 0.141 -0.203 0.027 0.892
C-16 -0.105 0.202 -0.175 0.863 -0.133
C-10 -0.022 0.286 -0.192 0.780 -0.009
C-13 0.187 0.219 -0.077 0.016 0.825
C-20 -0.274 -0.180 0.067 0.744 -0.199
C-3 -0.031 0.238 0.767 0.056 0.343
C-14 0.150 -0.702 0.908 0.263 0.020
C-19 0.057 -0.095 0.059 0.365 0.854

Cronbach’s α

It is commonly used as a measure of the internal consistency of reliability of a

psychometric test score for a sample of examinees. Cronbach‘s α is defined as

……………………………………………………………….…...4.4

52
Where is the variance of the observed total test scores, and the variance of
component I for the current sample of persons. Cronbach‘s α is measured as follows:
α ≥ 0.9 is excellent, 0.9 > α ≥ 0.8 is good, 0.8 > α ≥ 0.7 is acceptable, 0.7 > α ≥ 0.6
is questionable, 0.6 > α ≥ 0.5 is poor and 0.5 > α is unacceptable.

Table 4.11: Factor Analysis (Case Processing Summary)

Case Processing Summary

N %
Valid 89 91.8
Cases Excluded 8 8.2
Total 97 100.0

Table 4.12: Factor Analysis (Reliability Statistics)

Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on N of Items
Standardized Items
.814 .795 20

Student’s T-test
A T-test is a statistical hypothesis test that can be used to determine if two sets of data
are significantly different from each other. The method assumes that the results follow
the normal distribution (also called student's t-distribution) if the null hypothesis is true.
This null hypothesis will usually stipulate that there is no significant difference between
the means of the two data sets. For the test to be applicable, the sample groups must be
completely independent. In this case study, student t-test was performed to check
whether the perception or choice of process managers and service owners as well as
among other different groups is similar or not. It has been seen that there is no
significance different among participants regarding challenges in the implementation of
ISO 20000 in Accenture Communications Infrastructure Solutions Ltd (ACIS) .

53
 Table 4.13: Independent Samples T-test (SO Vs.PM)

Independent Samples T-test (SO Vs.PM)

Levene's Test for Equality t-test for Equality of Means
of Variances
F Sig. t df Sig. (2- Mean Std. Error 95%
tailed) Difference Difference
Lower Upper
C-1 Equal variances 0.5 0.5 -1.9 33 0.073 -0.27989 0.15094 -0.59 0.027
assumed

Equal variances -1.9 25.2 0.064 -0.27989 0.14458 -0.58 0.018

not assumed

Table 4.14: Independent Samples T-test (SO vs. OE)

Independent Samples T-test (SO Vs. OE)

Levene's Test for Equality t-test for Equality of Means
of Variances
F Sig. t df Sig. (2- Mean Std. Error 95%
tailed) Difference Difference
Lower Upper
C-1 Equal variances 8.9 0.004 -2.3 72 0.026 -0.27621 0.12110 -0.52 -0.03
assumed

Equal variances -2.4 47.6 0.021 -0.27621 0.11557 -0.51 -0.04

not assumed

54
 CHAPTER 5: RESEARCH FINDINGS AND SUGGESTIONS

5.1 Challenges with Rankings Based on Statistical Data Analysis

Survey data collected and performed various statistical analyses. First of all, the
challenges were ranked using mean, variance, and standard deviation. Highest the mean
was ranked first and so on and in terms of standard deviation, the lowest value was
given the highest rank as similar to variance also. Table 5.1 is showing the challenges
with rankings based on mean, standard deviation, and variance.

5.2 Overall Challenge Areas and Respective Rankings

All the challenges are analyzed based on factor analysis with the rotated component
matrix using principal component analysis as extraction method and Varimax with
Kaiser Normalization as rotation method with Rotation converged in 5 iterations. Each
challenge is considered as variables in this analysis and found the results which are
shown in Table 5.2. Variables are grouped and the highest score of each variable
given in the bold typeface highlighting the membership of each variable. Similar
variables are grouped together whose highest value is nearest. In this way, all the
challenges are divided into five independent categories or areas which are the final
result of this case study. After calculating Cronbach‘s α score it has found 0.82
which is considered good reliability and all values are nearest and similar and for
this, all five areas of challenges should be taken into consideration.
.

55
 Table 5.1: Results of factor analysis (Rotated Component Matrix)

Component
1 2 3 4 5
Proper budgeting, Status Check and finance planning by Top management 0.814 -0.170 -0.841 0.121 -0.166
Understanding processes and its benefits by IT Support teams 0.911 0.110 -0.119 0.117 0.028
Understanding Processes and Benefits of Best Practices by Top Management 0.891 0.090 0.007 0.262 -0.063
Re-structuring Organization and formation of Central ISO 20K Management team 0.863 0.032 0.0862 0.045 0.203
Right Process Managers selection 0.474 -0.067 -0.091 0.215 0.321
Technical knowledge of IT support people and commitment towards implementation -0.056 0.854 0.063 -0.127 0.071
Good relation among IT support teams and well Distribution of workload -0.005 0.857 0.093 0.375 -0.056
Understanding processes and its benefits by IT Support teams -0.092 0.834 0.077 0.278 0.092
Readiness and Alignment to accept changes -0.081 0.782 0.177 -0.127 0.286
Implementing all processes in service -0.022 0.123 0.076 0.853 0.105
Gaining Helpful Attitude from Premium Customers during implementation 0.213 0.152 0.310 -0.057 0.670

56
 Table 5.1: Results of factor analysis (Rotated Component Matrix) (Continued…)

Component
1 2 3 4 5
Visibility on short term and long term benefits -0.047 0.008 0.721 -0.019 0.004
Proving better and Proactive services to Premium Customers -0.093 0.141 -0.203 0.027 0.892
Strong relationship and interaction among various standards within organization -0.105 0.202 -0.175 0.863 -0.133
Designing and customization of all ISO 20K processes -0.022 0.286 -0.192 0.780 -0.009
Understanding Operational Benefits of ISO 20K by Lead Customers 0.187 0.219 -0.077 0.016 0.825
Proper documentation -0.274 -0.180 0.067 0.744 -0.199
Investing large amount of money for ITSM Tools and infrastructure development -0.031 0.238 0.767 0.056 0.343
Cost benefit analysis before going for implementation 0.150 -0.702 0.908 0.263 0.020
Continuing GP Services as usual with no interruption 0.057 -0.095 0.059 0.365 0.854
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 5 iterations based on Eigenvalue.

57
 Table 5.2: Overall Challenges areas resulted from factor analysis

Area of challenges Code Name of the challenges which are grouped Initial Final Ranking
together Ranking

Co-operation and Co- C-9 Readiness and Alignment to accept changes 9 2

ordination among IT C-1 Understanding processes and its benefits by IT Support 8
Support Teams teams
C-17 Good relation among IT support teams and well 7
Distribution of workload
C-15 Technical knowledge of IT support people and 6
commitment towards implementation
Justification of large C-14 Cost benefit analysis before going for implementation 19 3
investment C-3 Investing large amount of money for ITSM Tools and 18
infrastructure development.
C-2 Visibility on short term and long term benefits 12

58
 Table 5.2: Overall Challenges areas resulted from the factor analysis (Continued…)

Area of challenges Code Name of the challenges which are grouped Initial Final Ranking
together Ranking

Premium Customer‘s C-8 Proving better and Proactive services to Premium 13 5

Support Customers
C-18 Gaining Helpful Attitude from Premium Customers 11
during implementation
C-19 Continuing GP Services as usual with no interruption 20
C-13 Understanding Operational Benefits of ISO 20K by 16
Lead Customers
Proper Documentation C-6 Implementing all processes in service 10 4
and Effective Process C-16 Strong relationship and interaction among various 14
Design standards within organization
C-20 Proper documentation 17
C-10 Designing and customization of all ISO 20K processes 15

59
 Table 5.2: Overall Challenges areas resulted from the factor analysis (Continued…)

Area of challenges Code Name of the challenges which are grouped together Initial Final
Ranking Ranking

Senior Management C-5 Re-structuring Organization and formation of Central ISO 4

Support 20K Management team
C-4 Right Process Managers selection 5
C-11 Understanding Processes and Benefits of Best Practices 3
by Top Management
C-12 Proper budgeting, Status Check and finance planning by 1
Top management
C-7 Commitment and well governance by top officials 2 1

60
5.3 Research outcome and discussion

The overall challenging areas of this case study can be described by the following five
areas.
 Senior management support

Top management support identified as major challenges during implementation of ISO

20000 in Accenture Communications Infrastructure Solutions Ltd (ACIS). Budgeting,
restructuring, role assignment and convincing customers and selecting good process
managers are prime duty during this period. Every investment needs senior manager's
direct support and if it is a significant amount of money, their support becomes most
crucial part of the project. Commitment from high officials and a status check is vital
for project completion.
 Justification of large investment

Purchasing ITSM tools and development of infrastructure require huge investment

initially. Return on investment should be clearly understood by all. Before going for any
investment, it is one of the biggest challenges for the management, as well as other
people to show people visible benefits at the initial stage.
 Premium customer support

During implementation, premium customer support was the important factor. Accenture
Communications Infrastructure Solutions Ltd (ACIS) continued the high level of
assistance to premium customers besides other jobs. Permission required to be taken
every day from them and it was never easy. Maintaining the client's pressure in
implementation period was challenging task for IT support people.
 Co-operation and Co-ordination among IT Support Teams

Co-operation and co-ordination are also an important challenging area during

implementation. Synchronization is required to achieve the goal. Consistency is also
necessary in this case. ITSM project is much more complex compared to any project
because it is related to a process which crosses departments, and it requires more
collaboration and communication.
 Proper documentation and Effective Process Design

Proper documentation is the key for audit purpose and ignoring this issue will bring
negative impact to achieve certification. Process managers are the key person for

61
implementation. Bad process design can destroy the whole process. Ownership is the
key factor in this case. All process managers have to take full ownership of his/her
processes. Rolling out the processes, customizations, facing audits, preparing
organizations for audits completely depend on process managers. There are many
processes in a company, and good process managers are the key to design a new process
by knowing all the process. One process should not overlap other processes.

5.4 Suggestions to Overcome Challenges

The researcher asked each participant the following question during the interview to get
the participant‘s insights as for how the challenges of implementing ISO 20000 can be
overcome by Accenture Communications Infrastructure Solutions Ltd (ACIS).

Interview Question 3: How Accenture Communications Infrastructure Solutions Ltd

(ACIS) overcome the top challenges to implementing ISO 20000?

All the interviewee suggested overcoming challenges of all categories, most of their
answers and responses to this question were surrounding the ―
understanding‖ the
standards and ―
Top management support‖ for implementation. Most of the participants
agreed that if these challenges are overcome, challenges in other areas such as ―
Return
on investment‖, ―
Co-operation and Co-ordination‖ and ―
ITSM Toolset‖ should be
addressed.

As suggested by the participants, it is essential to achieve the understanding of the

objectives and requirements of the ISO 20000 as well as how this standard can benefit
Accenture Communications Infrastructure Solutions Ltd (ACIS) and its customers like
GP and Telenor. All most all interviewees agreed that training on ITIL courses would
help employees of Accenture Communications Infrastructure Solutions Ltd (ACIS) to
overcome understanding the processes. The understanding achieved by the
organizational communications based on real case scenarios may be more effective than
formal learning as such communications can be more constant and more related to the
issues. One participant also pointed out that certain tools such as online references or
knowledge management functionalities (perfect SKMS) could also assist with the
understanding of ITIL processes.

Table 5.3 and Table 5.4 demonstrate some of the comments made as the participants
were offering suggestions to overcome these challenges. All the interviewees suggested
overcoming challenges of all categories; most of their answers and responses to this

62
question were surrounding the ―
effective process design‖, ―
setting organizational
priority‖ and ―
top management support‖. Most of the participants agreed that if these
challenges are managed to overcome, challenges in other areas such as ―
justification of
large investment‖, ―
co-operation and co-ordination among IT support teams‖, ―
proper
documentation‖ and ―
premium customer support‖ should be addressed.
Recommendations of the 45 key interviewees are grouped together based on data
analysis. 85% participants suggested that many challenges can be avoided by strong
monitoring, regular status checking and communication within the IT support teams,
71% participants believed that strong teamwork, collaboration, ownership and helping
attitude can address many challenging areas, 68% participants suggested that majority
of the challenges can be overcome only with the training and self-learning, 34%
participants recommended to go through previous case study and suggested to connect
professional forum to address challenging areas,17% participants saw consultant hiring
is one of the way to overcome of challenges,12% participants suggested to focused on
business priorities to avoid challenging areas, 12% participants suggested to limit the
budget and take cost effective approach to mitigate challenging areas, 12% participants
believed in the restriction of multiple duties to single person to avoid some challenges,
others area of suggestions are alignment of goal and objective with ISO process design
(10%), recognized ITIL tool usages and proper documentation (10%), strong knowledge
base and easy information source (10%), simple process design (7%) and quick issue
mitigation and continuous gap analysis (5%).

63
 Table 5.3: Suggestions (Set-1) of Accenture Communications Infrastructure Solutions Ltd (ACIS) professionals
SN Suggested By
1 Process manager, SLM
2 Process Manager, Problem
Management
3 Member, ISO Core Team
4 Service Owner, Telco
Billing Service
5 Service owner, Product and
Campaign Service
6 Service owner, ERP
Service
7 Process Manager, Capacity
Management
8 Lead, ISO Core Team
9 Chief Technology Officer
Suggestions (Set-1) of Accenture Communications Infrastructure Solutions Ltd (ACIS)
professionals
―
We need more training, more strategic training on how to implement the ISO 20000 standard in
Accenture Communications Infrastructure Solutions Ltd (ACIS) ‖
―
we need to be communicative …everyone who works with implementation got to understand why
the process is being there and what the goal is and what Accenture (Bangladesh ) wants‖
―
Hire an expert; put all people through a week or day‘s training of ITIL‖
―
Need a forum of ITIL expert people where things, issues, and ideas can be shared and this is
important for Accenture Communications Infrastructure Solutions Ltd (ACIS) ‖
―
There is no alternative to continuous learning and understanding‖
―
we need to be communicative, it is more like getting the understanding as well‖
―
Perfect SKMS is important for understanding and learning ISO 20000-1:2011 standard ‖
―
More investment in staff and educating them‖
―
You need to communicate to business, why you are doing it and what kind of benefit they can
expect.‖
64
 Table 5.4: Suggestions (Set-2) of Accenture Communications Infrastructure Solutions Ltd (ACIS) professionals
SN Suggested By
1 Consultant, ISO 20000 & ISO 27001
2 Lead, ISO Core Team
3 Consultant, ISO 20000 & ISO 27001
4 Service Owner, RAFM Services
5 Process Manager, BRM
6 Service owner, Network Services
7 Service Owner, CRM Solutions
8 Chief Technology Officer
9 Service owner, Mediation Services
10 Service owner, Provisioning Services
Suggestions (Set-2) of Accenture Communications Infrastructure Solutions Ltd
(ACIS) professionals
―
Case study from previous ISO Certified organizations can be shared‖
―
Just know the customer and try to take ownership of their problem and prepare process
accordingly‖
―
If we can build a strong business case and show to management and customers and if
they agreed, it will be easier …..‖
―
Organizations Goal and objectives must be aligned with ISO 20000-1:2011 process
design or otherwise it may fail‖
―
Self-believe, eagerness a willing to do something for the organizations and placing
right people in the right place‖
―
Having real life example or proof of concept…not proof of concept but proof that it
worked‖
―
You need to focus on the business priorities‖
―
I have managed to understand my team that it is cost saving and improve the
services…….‖
―
Service delivery manager should be aware of any changes and notify customers ….‖
―
A well-established Service management tool and configuration based on what
organizations want to achieve ……….‖
65
 Strong Monitoring, Status Checking and Communication 85%

Strong Teamwork, Collaboration, Ownership and Helping attitude 71%

Training, Self learning, Case Study and Professional forum 68%

Right People in the right place 34%

Consultant Hiring 17%

Restrict Multiple duties to single person 12%

Limit the buddget and Cost effective approach 12%

Focused on Business priorities 12%

Strong Knowledge base and easy information source 10%

Recognized ITIL tool usages and Proper documentation 10%

Allignment of Goal and objective with ISO Process Design 10%

Simple Process Design 7%

Quick Issue mitigation and continuous gap analysis 5%

0% 50% 100%

Figure 5.1: Summaries of the suggestions of IT Professional of Accenture

Communications Infrastructure Solutions Ltd (ACIS).

Most participants believed that both the initial setup and the execution of this process
would benefit from this investment. To overcome the challenges and to justify the return
on investment, some participants suggested that it is essential to align its objectives with
the strategic goals of the IT support organizations and its customers and show how this
standard could improve the end-user experiences and achieve long-term cost savings.
Throughout the interviews, the communications within the Accenture Communications
Infrastructure Solutions Ltd (ACIS) and the communications with the Grameenphone
were highlighted as the method to overcome not just the mentioned challenges, but also
the challenges in other categories. During the interviews, most participants also
expressed the view that the implementation requires strong support from the top of IT
support organization; a top-down approach was seen by many participants as being
66
required to show the vision and direction, create the momentum, provide resources,
specify the steps, and foster an appropriate organizational culture and environment for
the implementation of the ISO 20000.The results of the ranking of each challenge item
following the data analysis also confirmed this views.

5.5 Reference Model for Implementation of ISO 20000

Many challenges and suggestions are found in this case study, based on the suggestions
a reference model of ISO 20000 implementation is formulated. This model will show
how each challenging area could influence one another and increase or decrease the
chances of the overall success of the implementation.

Figure 5.2: Reference Model for Implementation of ISO 20000

Communication is at the center of each of the challenging areas in this model and
should be regarded as the most crucial element to formulate any strategies to implement
the ISO 20000 to meet the challenges identified by this case study. Communication
within the IT service management organization is vital to promote the understanding of
the standard and its processes, increase maturity and build relationships. Organization's
readiness is critical to go for ISO certification and it is also suggested that new
organization should practice the best possible standard under its domain first and go for
certification next. ITIL should roll out first in the organizations and after some years if
67
organizations are matured enough, they can go for certification. Many organizations
spend much money for record keeping, but ITSM tools are the recommended tools for
keeping various records. Resource planning needs to be done very carefully. People
who are currently working with another standard can be involved initially, but for a long
duration, there should be a permanent position for each of the process area. A single
person should not be given multiple responsibilities. There should be dedicated process
managers for each process and strong central monitoring team headed and supported by
top management should be placed for successful implementation.

Support to the premium customers should not be degraded during implementation as

this will create a negative impression to the high officials. Besides status check,
rewarding and monitoring top officials should declare the project priority for successful
implementation. Organizations should not depend on external auditors rather they
should formulate a well set of internal auditors for successful implementation and
successful running of the standard within the organizations. Sometimes process
managers design the process so poorly that it cannot be implemented or even if it is
implemented, it will not bring benefit for the organizations ultimately it will create a
long hole for the whole process. Process designers must be familiar with organizations'
goal and capacity or capabilities of IT support people of the organizations

68
 CHAPTER 6: RETURN ON INVESTMENT

6.1 Return on Investment (ROI)

Accenture Communications Infrastructure Solutions Ltd (ACIS) wanted to know, after

implementation of ISO 20000 whether employees will improve expertise and
productivity and how this implementation relates to bottom-line savings or revenue
growth. They also concerned about spending thousands of dollars on automated systems
and software that required implementing ISO 20000. Return on investment (ROI) is a
key calculation in answering these questions, as well as showing Implementation value
and its impact on the margin.

Return on investment (ROI) is the benefit to an investor resulting from an investment of

some resource. A high ROI means the investment gains compare favorably to
investment cost. As a performance measure, ROI is used to evaluate the efficiency of an
investment or to compare the efficiency of a number of different investments. In purely
economic terms, it is one way of considering profits in relation to capital invested.

Depending on the industry, there are multiple interpretations of ROI. For the purposes
of this research, ROI is an indicator used to measure the both financial gain/loss (and
―
value‖) and non-financial value of ISO 20000 implementation in relation to its cost.
Typically, it is used in determining whether this implementation will yield a positive
payback and have value for the Accenture Communications Infrastructure Solutions Ltd
(ACIS) business.

6.2 Why is ROI Important?

It quantifies implementation value – The most important aspect of ROI is its ability to
show business leaders figures of implementation‘s worth.

It can build stakeholder support –Help leaders with a ―

go/no-go‖ decision. Many times,
stakeholders especially GP wanted to see what the value is to them if they are to support
this ISO 20000 implementation project. Without an ROI, that is very difficult to do.

It can uncover additional benefits – The process of calculating ROI forces practitioners
to investigate benefits that might not have seemed obvious at project inception.

It can lead to project prioritization – Once the decision has been made to launch a
project, ROI helps determine the project‘s ranking among other priorities; usually,
projects with greater ROI are ranked higher and gain resource support more quickly.
69
6.3 Total Investment on Implementation of ISO 20000

Accenture Communications Infrastructure Solutions Ltd (ACIS) invested more than 32

million BDT for this implementation project. Most of the money invested in purchasing
ITSM tool and different certifications. Table 6.1 is showing area wise total expenditure
in this project.

Table 6.1: Investment areas for Implementation of ISO 2000

Area Amount (BDT) Comments

Training & facilities 8,32000 Including both home
& overseas training
Professional certification ( ITIL & ISO 32,76000 Excluding package
20K)
Consultant 9,85000 Short time consultant
Purchasing ITSM tool ( ManageEngine) 2,34,56000 Perpetual license
and infrastructure development
Hardware & BCP location 9,43000 Desktop, laptop, server
and position
ISO audit & certification 38,00000 Auditors all expense
included
Total investment 33292000

6.4 Element of ROI

There are some elements that can‘t be measured but these should be considered
important areas of ROI. Table 6.2 is showing the elements of Return on investment.
Financial, non-financial, tangible and intangible elements are covered. Each area is
described based on real data collected from Accenture Communications Infrastructure
Solutions Ltd (ACIS). This data are easily accessible from ITSM tool (ManageEngine
SDP) of Accenture Communications Infrastructure Solutions Ltd (ACIS).

70
 Table 6.2: Elements of Return of investment (ROI)

Area Parameter

Customers/Stakeholders Customer satisfaction index

Customer‘s perception
ACIS Internal Reduction of incidents. Reduction of recurrent request
Improve self-service

Improve availability
Efficient utilization of internal assets
Learning & Innovation Number of ISO 20000 implementation experts
Knowledge base
Cost Optimization Savings of Service cost (Increase FCR & FLR, decrease ART
time, number of escalations and number of incident and SR)

6.4.1 Customer Satisfaction Index & Customer’s Perception

Accenture Communications Infrastructure Solutions Ltd (ACIS) usually sends a survey

to their customer twice a year to know their concerns regarding customer expectations,
service delivery, and other issues. Survey result clearly indicates that customer
satisfaction improved after implementation of ISO 20000.

Survey result of 2011 to 2013 collected for analysis. Figure 6.1, 6.2 and 6.3 are showing
the quarterly customer satisfaction index score between year 2011 to 2013 for both
internal and external customers. It is clearly seen that customer satisfaction increased
after implementation of ISO 20000. Accenture Communications Infrastructure
Solutions Ltd (ACIS) developed Canadian measurement method (CMT) and rolled out
throughout the company. This method removes the neutral scale and 100 point
calculation logic used instead of 5 point calculation logic. Most of the stakeholders
selected from GP for captive services survey and for external services, a most recent
project that is handed over to the customer are covered in this survey.

Stakeholders are divided into 3 categories which are a strategic layer, tactical layer, and
operation layer. The different layer is given different weight which is a strategic layer
50%, tactical layer 25% and operation layer is 25%. Questions are also set differently
for different types of stakeholders. Different questions set separate importance also.
71
 CSI (Grameenphone)
90% 83% 86%
82% 81%
78% 75%
80%
70%
60%
2011-Q1 2011-Q4 2012-Q1 2012-Q4 2013-Q1 2013-Q4

Figure 6.1: CSAT Survey Result 2011-2013 (GP)

CSI (External Customer)

79% 74% 88% 83%
100%
50% 57%
50%
0%
2011-Q1 2011-Q4 2012-Q1 2012-Q4 2013-Q1 2013-Q4

Figure 6.2: CSAT Survey Result 2011-2013 (External Customer)

CSI (Internal Customer)

100% 88% 85% 87% 77%
73% 73%
50%
0%
2011-Q1 2011-Q4 2012-Q1 2012-Q4 2013-Q1 2013-Q4

Figure 6.3: CSAT Survey Result 2011-2013 (Internal Customer)

During CSI survey, Accenture Communications Infrastructure Solutions Ltd (ACIS)

sent a common question regarding ISO 20000 to all participants consisting service
delivery, service quality, response time, service availability and analyst performance.
27% of participants agreed that service delivery improved a lot after implementation of
ISO 20000 whereas 60% of participants agreed that service delivery is better than
before after implementation of ISO 20000 in Accenture Communications Infrastructure
Solutions Ltd (ACIS). Customers are agreed upon that there is significant improvement
happen in each area after implementation of ISO 20000. Table 6.3 is showing the survey
result of 2013 for the questions related to implementation of ISO 20000 in ACIS.

72
 Table 6.3: CSI Survey Result 2013 (only for ISO 20K questions)

Area No of Customer Massive Better No

Particip improvement than improve
ants before ment

Service Delivery 357 GP 27% 60% 13%

Service quality 357 GP 23% 67% 10%

Response time 357 GP 47% 50% 3%

Service availability 357 GP 10% 80% 10%

Analyst 357 GP 40% 55% 5%

performance

6.4.2 Reduction of Incident and Service Request

ACIS‘s prime customer GP pays based on head count. In the SLA, there is SLC (service
level credit) that is if any incident happens customer can fine service provider based on
priority and type of damage happen. After implementation of ISO 20000, it has been
seen that the number of incidents is decreased significantly. Table 6.4 is showing some
incident data taken from ITSM tool (ManageEngine SDP) between time periods of 2011
to 2013.

73
 Table 6.4: Incident Record of ACIS between 2011 and 2013

Type Tier Year Quarter Number of Financial Comments

incidents loss (BDT)

P1 T1 2011 Q1 9 876542 Unbilled

Q2 12 123456 Billed
Q3 13 134521 Unbilled
P1 T1 2012 Q1 7 723121 Unbilled
Q2 0 0 Unbilled
Q3 4 523461 Unbilled
P1 T1 2013 Q1 1 35000 Unbilled
Q2 3 54213 Unbilled
Q3 0 0 Unbilled

It is also observed that the number of requests is also decreasing due to the use of the
self-service portal, reducing the number of recurrent requests as introducing ITSM tools
and strong monitoring based on the standard. Table 6.5 is showing some Service request
data taken from ITSM tool (ManageEngine SDP) between time periods of 2011 to
2013.Table

6.5: Service Request Record between 2011 and 2013

Year Quarter Number of SR Number of recurrent SR

2011 Q1 7893 Unknown but number was
high (more than 10% ) based
on service owner perspective
Q2 7754 Do
Q3 6751 Do
2012 Q1 6723 34
Q2 5897 23
Q3 6781 22
2013 Q1 5891 12
Q2 6891 11
Q3 5098 9

74
6.4.3 Usages of Self-service Portal

Usages of self-service portal increase significantly and it creates a positive influence on

request creation. A number of requests are decreasing day by day due to efficient usage
of self-service portal. Table 6.6 is showing some self-service portal usages data take
from ITSM tool.

Table 6.6: Usages of Self-service portal in ACIS

Year Quarter Number of SR Usages % of self-service portal

2011 Q1 7893 Not present

Q2 7754 Not present

Q3 6751 Not present

2012 Q1 6723 7%

Q2 5897 9%

Q3 6781 11%

2013 Q1 5891 12%

Q2 4891 12%

Q3 5098 14%

6.4.4 Service Availability

Before implementation of ISO 20000 in ACIS, there were a lot of gaps to identify
availability. Due to lack of standard process and policies service unavailability remains
a small concern to the management. But now there is an availability target of each
application and they have to maintain it. Availability is measured using below formula.

Availability = [(Total downtime –planned downtime)/Total uptime] *100……..……7.1

Table 6.7 is showing availability record of ACIS between years 2011 to 2013.

75
 Table 6.7: Service availability record of ACIS (2011-2013)

Tier Availability Year Measured availability Comments

Target

T1 99.99% 2011 100% Not Trusted

T2 98.00% 100%

T3 95.00% 100%

T1 99.99% 2012 98.33%

T2 98.00% 99.78%

T3 95.00% 99.87%

T1 99.99% 2013 99.92%

T2 98.00% 99.86%

T3 95.00% 99.78%

6.4.5 Learning and Innovation

ACIS has a number of ITIL experts and ISO 20000 implementation experts as a result
of the implementation of ISO 20000. These experts can act as a consultant in any
implementation project at home and abroad. This skill set will help Accenture
(Bangladesh) to win the bid in future i.e. competitive advantage. Accenture
(Bangladesh) has strong Knowledgebase; training cost will be reduced for this
documented solution database. Table 6.8 is showing the number of ITIL and ISO 20000
expert of ACIS.

76
 Table 6.8: Number of ITIL and ISO 20000 experts of ACIS

Qualification Service Process Core High Operation Total

Owner manager Team officials Engineers
ITIL foundation 25 11 4 1 216 257
ITIL Intermediate 25 11 4 1 0 41
ITIL Practitioner 25 11 4 0 12 52
ITIL Experts 7 8 2 0 0 17
ITIL Masters 0 0 2 0 0 2
ISO 20K foundation 25 11 4 1 226 257

ISO 20K practitioner 25 11 4 0 12 52

ISO 20K implementer 7 8 2 0 0 17

6.4.6 Service Cost Savings Calculation for the Year 2013

Service cost reduces year by year after implementation of ISO 20000 in ACIS.
More than 5.5 million BDT are saved only in the year 2013 considering other
intangible elements are excluded in this calculation. In this way, total investment
can be returned within 5 years considering other intangible benefits also. Based on
data available in ITSM tool of ACIS, below calculation has been done and shown in
the table 6.9. Factors are identified by analyzing consecutive year‘s (mainly 2011 to
2013) data taken from ITSM tool. Projected data counted based on factors.

Total Issue (incident + Service request) count in 2013 = 15892

Average cost per issue= BDT 1258

Average cost of escalated issue= BDT 2300

Average burdened cost (per hour cost) of support engineer= BDT 550

First level resolution time per issue (average time required in first contact) = 49 Min

FLR=67%

Current escalation=33%

Average time required per escalated issue= 57 Min

FCR (First call resolution) = 34%
77
IT Headcount=257

Table 6.9: Calculation of Service Cost Savings for the Year 2013

Improvement area Factor Current Projected Savings/Return

Number of issue reduction 18% 15892 13032 BDT 3597880

Reduction of FLR time 19 min 49 min 30 min BDT 44760
improvement of FCR 7% 34% 41% BDT 8806
Reduce escalation 5% 33% 28% BDT 1828500
Improvement of self-service 3% 14% 17% BDT 59880
portal usages
Overall savings of 2013 BDT 55,40,206

6.4.7 Pay Back Period

The payback period is the length of time it will take to recoup the initial amount
invested on a project. ACIS saved BDT 55, 40,206 in year 2013 and expecting 5%
increment on savings for next 8 years. Table 7.0 is showing the discounted payback
period of this investment assuming discount rate is 10%.
Table 6.10: Calculation of Discounted Payback period

Net Cash Discounted Cash Net Discounted

Period Cash Flow Flow Flow Cash Flow
Year 0 -33292000 -33292000 -33292000 -33292000
Year 1 5540206 -27751794 5036550.91 -28255449.09
Year 2 5817216.3 -21934577.7 4807616.78 -23447832.31
Year 3 6108077.12 -15826500.5 4589088.74 -18858743.57
Year 4 6413480.97 -9413019.61 4380493.8 -14478249.77
Year 5 6734155.02 -2678864.59 4181380.44 -10296869.33
Year 6 7070862.77 4391998.18 3991317.7 -6305551.63
Year 7 7424405.91 11816404.08 3809894.17 -2495657.47
Year 8 7795626.2 19612030.29 3636717.16 1141059.69

Discounted payback period is 7.769 years (DPP=7+|-2495657.47|/3636717.16=7.769

years) and return for the cash flow is 10.88% per year. Project is considered safe enough
as investment will be returned within eight years of time.
78
 CHAPTER 7: CONCLUSION

Many IT Service providers have already gained benefit from adopting ISO/IEC 20000.
This certification demonstrates to other organizations, suppliers, customers, staff,
partners and industry bodies that the service provider organization is a knowledgeable,
competent supplier.
Key findings of this case study were derived from interviewee‘s perceptions, literature
review and feedback from 99 IT professionals. Statistical results also provide supporting
evidence of this research. Some challenges identified are human reflected that can be
mitigated by education, awareness, and training. Challenges that are related to money
can be overcome by identifying organization priorities and allocate the required budget.

The empirical research of this study was conducted with IT professionals from one
single IT support organization. It is therefore recommended that the empirical research
of this case study is replicated at different organizational environments in the future,
especially in ITSM organizations with different maturity level in regards to the
implementation of the standard. It is also necessary for the challenging areas and their
categories presented by this case study to be quantitatively examined for further analysis
on their relationships and associations. To extend this research and gain a broader view,
interviews with a wider range of stakeholders should be conducted. This study should
be extended to analyze other vertical of the IT service management system, and also to
compare the experience of other large IT organizations, both in the public and private
sectors.

Organizations following different IT processes to comply with various standards but

financial aspects it is not cost effective and also there are some processes and policies
that overlap several standards. There is a progressive area for the future researchers to
build a single framework for all IT standards to encourage organizations to implement
and follow all recognized IT standards.

79
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The ISO Survey of Management System Standard
Certification – 2015‖ available on the internet at http://www.iso.org/iso/iso-survey and
accessed at 10:30 AM on 21st January‘ 2016

[2] Clifford, D., ―

Introduction to ISO 20000,‖ in J. V. Bon, S. polmar and T. Verheijen
(editions.). Implementing ISO/IEC 20000 Certification – The Roadmap (ITSM Library),
chap.1, pp. 3-8, Van Haren publishing, Zaltbommel, 2008

[3] Jäntti, M., ―

Challenges in Implementing IT Service Management Systems,‖
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[4] Keel, A. J., Orr, M. A., Hernandez, R.R., Patrocinio, E.A., & Bouchard, J. ―
From a
technology oriented to a service-orientated approach to IT management,‖ in IBM
Systems Journal, Vol.3, pp. 549-564, 2007

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Implementing IT Service Management: A case
study focusing on critical success factor,‖ International Journal of IT Standards and
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[6] Cater-Steel, A. and McBride, N., ―

IT Service Management Improvement — an
Actor-Network Perspective‖, Proceedings of the 12th European Conference on
Information Systems, St Gallen, Switzerland, 2007

[7] Hochstein, A., Tamm, G., Brenner, W. (2005b). ―

Service-oriented IT management:
Benefit, cost and success factors,‖ Proceedings of the Thirteenth European Conference
on Information Systems, IBM IT Facilities Consolidation and Relocation Services –
data Centre consolidation, Regensburg, Germany,2008

[8] Szabó, Z - Fehér, P., ―

Current Challenges of IT Service Management in Hungary,‖
Conference Proceedings of CONFENIS, Corvinus University of Budapest, Hungary,
2009

[9] DiMaria, J., ―

ISO 20000 implementation: Addressing the common pitfalls,‖ BSI
Americas, USA, 2007 and available on http://searchcio.techtarget.com/ accessed on
12/12/2015 at 10:30 PM

[10] DuMoulin, T., and Spalding, G., ―

The Seven Enablers & Constraints of IT Service
Management,‖ The Pink Elephant, Vol.1, pp. 1-34, 2011

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[11] Gartner, ―
what are the most significant challenges to implementing ITIL to your
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[12] Pink Elephant, ―

The ABCs of Translating ITIL® & ITSM Knowledge into
Results,‖ Pink Elephant thought leadership whitepaper, 2013 and available on
http://www.itsmf-library.org/ accessed on 12/01/2014 at 10:30 PM

[13] Fry, M., ―

Top Ten Reasons Organizations are Unsuccessful Implementing ITIL,‖
in ITIL Foundation (eds.). Best Practice for Service Support, ITIL. The Key to
managing IT services, chap.1, pp.17, Office of Government Commerce,
Buckinghamshire, 2001

[14] Pereira, R., ―

A Maturity model for implementing ITIL,‖ MEIC Alameda, Instituto
Superior Tecnico, Lisboa, Portugal, 2010.

[15] Shang, S., and Lin, .S.F., ―

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2010

[16] Sharifi, M., Ayat, M., Rahman, A.A., & Sahibudin, S., ―
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Transforming IT service management
— the ITIL impact,‖ Proceedings of the 17th Australasian Conference on Information
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[18] Mohamed B. Al Mourad and Johari, R., ―

Resolution of Challenges That Are
Facing Organizations before ITIL Implementation,‖ International Journal of Future
Computer and Communication, Vol. 3, No. 3, June 2014

[19] Shuja, A., ―

IT Service Management (ITSM) Implementation Challenges-Part 1 &
Part 2,‖ last accessed: May 18, 2014, at http://blog.learningtree.com/it-service-
management-itsm-implementation-challenges-part-i/.

[20] BSI Group, http://www.bsigroup.com/en/Standards-and-Publications, retrieved

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[21] Andrea, S. A., and Colgan, D., ―

SERVICE MANAGEMENT & GOVERNANCE
CHALLENGES- an ISG (Information Services Group) Research Report,‖ retrieved
April 20, 2015.
81
[22] Dr. Gad J Selig., ―
Implementing IT Governance: A Practical guide to Global Best
Practices in IT Management,‖ chap.1, pp. 23-24, Van Haren publishing, Zaltbommel,
2008.
[23] Cornelius, D., ―
Implementing IT Service Management: A Guide to Success,‖
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Implementing IT service
management: a case study focusing on critical success factors,‖ Journal of Computer
Information Systems, Vol. 3, No. 3, January 7, 2009
[25] KPMG, Taiwan ITIL/ITSM Application Report, 2007
[26] IT service Management Foundation, itSMF Asian Region 2008 Survey Report,
Information Technology Service Management Forum, Philippine, 2008.
[27] SurveyGizmo, what is the ideal survey response time?
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82
Appendix A: Sample Questionnaires

Dear colleague,

I am Md. Golam Rabbany, a student of Department of industrial & Production

Engineering of BUET, M. Engineering in advanced engineering management (AEM)
program. Along with Dr. Nafis Ahmed, Professor, BUET, I am doing research to find
out the Challenges of implementation of ISO 20000 in Accenture communications
infrastructure solutions (ACIS). I am going to ask some questions to you and I assure
you that the information you will provide will remain confidential and it will be used
only for this research purpose. There are 20 questions along with optional comments in
this survey but I expect your valuable comments in the last part in this survey. Please
fill up the each survey questions of all categories and send back to me. If you need any
clarification, please let me know.

Thanks in advance
Md. Golam Rabbany
01711082104
md.golam.rabbany@accenture.com or rabbany_kuet@hotmail.com

Name of the participant:

Related Service Name:
Responsibility in ISO 20000 Implementations:
Department and Designation:
Email address:
Participant ID: (leave it blank):

Please answer in following rating scale throughout the questionnaires.

83
Highest Medium High Average Low Mediu Lowest
Ranking/Hi High Ranking/ Ranking/A Ranki m Low Ranking/
ghest Ranking/Med Low High verage ng/Sli Rankin Lowest
importance/ ium High Importanc Importance ghtly g/quite importan
strongest Importance/q e/slightly /Neutral disag disagre ce/Stron
agree uite agree agree ree e gly

Disagree

7 6 5 4 3 2 1

a. Understanding industry best practices and believe in the benefits by IT Support

teams was very important for implementation of ISO 20K in Accenture
communications infrastructure solutions (ACIS).As a new process it was really
tough to catch up and also believe in the benefits.

7 6 5 4 3 2 1

b. Top Management need to well aware of the benefits as well as clear

understanding of ISO 20K. This will enhance the implementation activity and IT
support people will have no space to avoid or neglect their task.

7 6 5 4 3 2 1

c. Telenor or Grameenphone was well aware of implementation of ISO 20K and

agreed on its operational benefits. Their understanding and believes speed up the
implementation activity and confidence of the IT support teams boost up.

7 6 5 4 3 2 1

84
d. To introduce ManageEngine (IT service management tools) and developing IT
infrastructure, ACIS invested lot of money initially and it was really a big factor
for this implementation project.

7 6 5 4 3 2 1

e. There were several teams who work together and responsibility shared by one
another which created a positive vibe for implementation project. Without co-
operation and co-ordination and sharing the responsibilities among different
teams of different domains, implementation project never be ended with good
results.

7 6 5 4 3 2 1

f. Most of IT Support people were aware of the ITIL and all the domains were
present that represents an IT company, some IT standards and policies were also
present that helped ACIS to go for another implementation. Changed many
process and procedures and alignment with this changes were very crucial for IT
people for this project.

7 6 5 4 3 2 1

g. Process managers customized the ISO 20K processes in such a way that helped
us to adopt hard and new process easily. Strong monitoring and guidance from
ISO core team was really required on that time for successful implementation.

7 6 5 4 3 2 1

85
h. Entire organization was restructured only for ISO 20K implementation. Many
people work in such a position who never worked on that domain. Everybody
has to play dual role or extra work. Management played a big role in this tough
activity that helped to implementation task easier.

7 6 5 4 3 2 1

i. Many process managers were involved in other implementation project and they
were really expert on this task. They took this very important responsibility and
helped every service owners to roll out this standard easily. Process design was
simple and understandable. Selecting this people as PM was key area of ISO
20K implementation project.

7 6 5 4 3 2 1

j. Grameenphone never wanted to degrade their service delivery standard.

Although IT support people were very busy but GP services need to continue
without any interruption and it was really big task for all engineers.

7 6 5 4 3 2 1

k. ACIS always tried to show that ISO 20K implementation will ensure better
service quality to customers and people will be more proactive after this
implementation but it was not easy to convince premium customer.

7 6 5 4 3 2 1

86
l. Most of the employees of ACIS were technically sounds but they were reluctant
about this new standard and lot of activities was performed to enhance their
knowledge to adopt this standard. Their extra effort and willingness to learn new
things helped this implementation a lot.

7 6 5 4 3 2 1

m. All the servers, storages and devices were owned by GP on that time. ACIS need
to take approval from GP to perform any new activities and it was really a hassle
for IT support people during implementation of ISO 20K.

7 6 5 4 3 2 1

n. Management always wanted to see the benefits of this implementation and they
were focused on not only short term benefit but also long term benefits. It was
really a big task to show this benefit especially in the very first stage i.e. during
implementation period.

7 6 5 4 3 2 1

o. Strong commitment from top officials was very much required on that time and
timely allocation of money with proper financial planning was also key area of
this implementation project.

7 6 5 4 3 2 1

p. There were many standards and policies running in ACIS such as Bangladesh IT
policy, Telenor IT policy, ISO 270001, CMMI or others. Process manager‘s
87
 effort to design a new process not by violating any current policies was really a
noticeable one during implementation of ISO 20K.

7 6 5 4 3 2 1

q. Introducing all processes in every service was really tough job for every service
owners. They had to maintain all the documentations and continued normal
activities as well. Service owner‘s effort was very important for the
implementation of ISO 20K.
7 6 5 4 3 2 1

r. ACIS management performed cost-benefit analysis (CBA) before

implementation of ISO 20000 that released the pressure from the IT support
people during implementation.
7 6 5 4 3 2 1

s. ACIS has many standards and policies. Different body conducted IT audit on
different period. Maintaining all the standards, processes and policies by
concerned team are really important for the sustainability and implementation of
new standard.

7 6 5 4 3 2 1

t. Documentation was the key for this implementation project. Every team had to
store and documents every single issue they performed. There were many
processes, functions, policies, activities, tasks and documenting these all
information was really a big task for all engineers.
88
 7 6 5 4 3 2 1

Please put your comments in below box:

Please put your comments here (if any)

89
Appendix B: Sample Interview Data

Sample interview data from participants of Accenture Communications

Infrastructure Solutions Ltd (ACIS)

90
91
92
Appendix C: Snapshot of Outcome of SPSS Data Analysis

Questionnaires Analysis

Code N Mean Std. Variance Sum

Deviation
Valid Missing
C-12 91 6 6.64 0.48 0.23 595
C-7 90 7 6.54 0.50 0.25 498
C-11 89 8 6.41 0.62 0.38 395
C-5 90 7 6.30 0.68 0.46 577
C-4 90 7 6.02 0.75 0.56 522
C-15 89 8 5.89 0.76 0.57 505
C-17 90 7 5.80 0.88 0.77 372
C-1 89 8 5.76 0.78 0.61 349
C-9 89 8 5.67 0.75 0.56 513
C-6 89 8 5.53 0.77 0.59 333
C-18 90 7 5.43 0.69 0.47 542
C-2 90 7 5.37 0.70 0.49 530
C-8 90 7 5.28 0.66 0.43 489
C-16 89 8 4.85 0.85 0.72 478
C-10 89 8 4.58 1.04 1.09 470
C-13 89 8 4.44 0.93 0.86 432
C-20 89 8 4.33 0.95 0.90 591
C-3 89 8 4.13 1.09 1.20 561
C-14 89 8 3.92 1.15 1.32 408
C-19 89 8 3.74 1.06 1.13 385

Good Co-operation within the IT-Teams and well distribution of workload

Valid
Frequency Percent Percent Cumulative Percent
Valid 7 19 19.6 21.1 21.1
6 41 42.3 45.6 66.7
5 24 24.7 26.7 93.3
4 5 5.2 5.6 98.9
3 1 1.0 1.1 100.0
Total 90 92.8 100.0
Missing System 7 7.2
Total 97 100.0

93
 Readiness and Alignment to accept changes
Valid
Frequency Percent Percent Cumulative Percent
Valid 7 9 9.3 10.1 10.1
6 48 49.5 53.9 64.0
5 26 26.8 29.2 93.3
4 6 6.2 6.7 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

Restructuring Organization and Central ISO 20K Management team

Valid
Frequency Percent Percent Cumulative Percent
Valid 6 3 3.1 3.4 3.4
5 33 34.0 37.1 40.4
4 20 20.6 22.5 62.9
3 20 20.6 22.5 85.4
2 13 13.4 14.6 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

Right Process Managers selection

Valid
Frequency Percent Percent Cumulative Percent
Valid 7 13 13.4 14.6 14.6
6 48 49.5 53.9 68.5
5 22 22.7 24.7 93.3
4 6 6.2 6.7 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

Continuing GP Services as usual with no interruption

Valid
Frequency Percent Percent Cumulative Percent
Valid 6 3 3.1 3.4 3.4
5 19 19.6 21.3 24.7
4 31 32.0 34.8 59.6
3 25 25.8 28.1 87.6
2 10 10.3 11.2 98.9
1 1 1.0 1.1 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

94
 Proving better and Proactive services to Premium Customers
Valid
Frequency Percent Percent Cumulative Percent
Valid 7 26 26.8 28.9 28.9
6 40 41.2 44.4 73.3
5 24 24.7 26.7 100.0
Total 90 92.8 100.0
Missing System 7 7.2
Total 97 100.0

Involving technically sound staff in ISO 20K Implementation Project

Valid
Frequency Percent Percent Cumulative Percent
Valid 7 17 17.5 18.9 18.9
6 50 51.5 55.6 74.4
5 19 19.6 21.1 95.6
4 4 4.1 4.4 100.0
Total 90 92.8 100.0
Missing System 7 7.2
Total 97 100.0

Gaining Helpful Attitude from Premium Customers during implementation

Valid
Frequency Percent Percent Cumulative Percent
Valid 7 2 2.1 2.2 2.2
6 42 43.3 46.7 48.9
5 40 41.2 44.4 93.3
4 5 5.2 5.6 98.9
3 1 1.0 1.1 100.0
Total 90 92.8 100.0
Missing System 7 7.2
Total 97 100.0

Thinking Short term as well as Long term benefits by Top management

Valid
Frequency Percent Percent Cumulative Percent
Valid 7 1 1.0 1.1 1.1
6 40 41.2 44.9 46.1
5 40 41.2 44.9 91.0
4 7 7.2 7.9 98.9
3 1 1.0 1.1 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

95
 Proper budgeting, Status Check, and finance planning by Top management
Valid
Frequency Percent Percent Cumulative Percent
Valid 6 34 35.1 38.2 38.2
5 47 48.5 52.8 91.0
4 7 7.2 7.9 98.9
3 1 1.0 1.1 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

Strong relationship and interaction among various standards within

organization
Valid
Frequency Percent Percent Cumulative Percent
Valid 6 18 18.6 20.2 20.2
5 48 49.5 53.9 74.2
4 15 15.5 16.9 91.0
3 8 8.2 9.0 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

Understanding Benefits of Best Practices by Top Management

Valid
Frequency Percent Percent Cumulative Percent
Valid 7 57 58.8 64.0 64.0
6 32 33.0 36.0 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

Cost-Benefit Analysis before going for implementation

Valid
Frequency Percent Percent Cumulative Percent
Valid 7 38 39.2 42.7 42.7
6 40 41.2 44.9 87.6
5 11 11.3 12.4 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

96
 Maturity of other standards before implementation of ISO 20K
Valid
Frequency Percent Percent Cumulative Percent
Valid 6 17 17.5 19.1 19.1
5 38 39.2 42.7 61.8
4 14 14.4 15.7 77.5
3 20 20.6 22.5 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

Proper documentation and designing of all ISO 20K processes

Valid
Frequency Percent Percent Cumulative Percent
Valid 6 6 6.2 6.7 6.7
5 40 41.2 44.9 51.7
4 21 21.6 23.6 75.3
3 21 21.6 23.6 98.9
2 1 1.0 1.1 100.0
Total 89 91.8 100.0
Missing System 8 8.2
Total 97 100.0

Reliability Analysis:
Case Processing Summary
N %
Cases Valid 89 91.8
Excluded 8 8.2
Total 97 100.0
a. Listwise deletion based on all
variables in the procedure.

Reliability Statistics
Cronbach's
Alpha Based
on
Cronbach's Standardized
Alpha Items N of Items
.814 .795 20

97
 Summary Item Statistics
Maximu
Ma m/
Mini xim Rang Minimu Varia
Mean mum um e m nce N of Items
Item Means 5.328 3.742 6.64 2.899 1.775 .799 20
0
Item .674 .233 1.32 1.090 5.682 .094 20
Variances 3

Item-Total Statistics
Scale Corrected Squared Cronbach's
Scale Mean if Variance if Item-Total Multiple Alpha if Item
Item Deleted Item Deleted Correlation Correlation Deleted
C-12 100.02 59.795 -.059 . .822
C-7 101.03 53.647 .486 . .801
C-11 102.11 50.328 .637 . .791
C-5 100.15 56.763 .264 . .812
C-4 100.76 56.932 .144 . .820
C-15 100.88 55.905 .278 . .812
C-17 102.45 50.114 .559 . .795
C-1 102.63 50.691 .463 . .802
C-9 100.79 55.238 .321 . .810
C-6 102.81 52.020 .421 . .805
C-18 100.54 55.183 .347 . .808
C-2 100.67 57.859 .102 . .820
C-8 101.12 55.087 .394 . .806
C-16 101.18 55.058 .391 . .806
C-10 101.27 54.926 .435 . .805
C-13 101.70 51.896 .572 . .796
C-20 99.91 60.242 -.118 . .823
C-3 100.25 55.643 .343 . .809
C-14 101.97 48.692 .675 . .787
C-19 102.22 50.108 .637 . .791

Factor Analysis:
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .713
Bartlett's Test of Approx. Chi-Square 1586.344
Sphericity df 190
Sig. .000

98
 Communalities

Initial Extraction
C-12 1.000 .841
C-7 1.000 .870
C-11 1.000 .904
C-5 1.000 .795
C-4 1.000 .618
C-15 1.000 .757
C-17 1.000 .887
C-1 1.000 .796
C-9 1.000 .747
C-6 1.000 .759
C-18 1.000 .617
C-2 1.000 .522
C-8 1.000 .866
C-16 1.000 .834
C-10 1.000 .727
C-13 1.000 .769
C-20 1.000 .705
C-3 1.000 .766
C-14 1.000 .921
C-19 1.000 .877
Extraction Method: Principal Component Analysis.

Component Matrixa
Component

1 2 3 4 5
C-12 -.446 .407 .536 .435
C-7 .803 -.349
C-11 .642 .583 -.320
C-5 .346 .795
C-4 -.695
C-15 .579 -.481 .407
C-17 .371 .736 .418
C-1 .720 .451
C-9 .506 -.399 .569
C-6 .617 .570
C-18 .582 -.443
C-2 -.655
C-8 .794 -.419
C-16 .789 -.391
C-10 .788 -.308
C-13 .657 .340 -.415
C-20 -.464 .341 .445 .418
C-3 .491 .691
C-14 .712 .532
ComC4 .595 .649
Extraction Method: Principal Component Analysis.
a. 5 components extracted.

99
 Rotated Component Matrix
Component
1 2 3 4 5
C-12 0.814 -0.170 -0.841 0.121 -0.166
C-7 0.911 0.110 -0.119 0.117 0.028
C-11 0.891 0.090 0.007 0.262 -0.063
C-5 0.863 0.032 0.0862 0.045 0.203
C-4 0.474 -0.067 -0.091 0.215 0.321
C-15 -0.056 0.854 0.063 -0.127 0.071
C-17 -0.005 0.857 0.093 0.375 -0.056
C-1 -0.092 0.834 0.077 0.278 0.092
C-9 -0.081 0.782 0.177 -0.127 0.286
C-6 -0.022 0.123 0.076 0.853 0.105
C-18 0.213 0.152 0.310 -0.057 0.670
C-2 -0.047 0.008 0.721 -0.019 0.004
C-8 -0.093 0.141 -0.203 0.027 0.892
C-16 -0.105 0.202 -0.175 0.863 -0.133
C-10 -0.022 0.286 -0.192 0.780 -0.009
C-13 0.187 0.219 -0.077 0.016 0.825
C-20 -0.274 -0.180 0.067 0.744 -0.199
C-3 -0.031 0.238 0.767 0.056 0.343
C-14 0.150 -0.702 0.908 0.263 0.020
C-19 0.057 -0.095 0.059 0.365 0.854
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.

Component Transformation Matrix

Component 1 2 3 4 5
1 .756 .580 -.201 .211 .088
2 -.475 .522 .379 .593 .083
3 .354 -.213 .799 -.100 .426
4 .208 -.026 .387 .069 -.895
5 .187 -.588 -.168 .768 .047
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.

100
 Inter-Item Correlation Matrix
C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12 C-12

C-12 1.00 -0.34 -0.11 0.59 -0.10 -0.17 0.07 0.11 -0.06 0.17 0.07 -0.10 -0.43 -0.37 -0.39 -0.24 0.79 0.46 -0.18 -0.06
C-7 -0.34 1.00 0.26 0.01 0.03 0.76 0.10 0.02 0.65 0.07 0.11 0.03 0.86 0.78 0.69 0.24 -0.36 -0.07 0.29 0.19
C-11 -0.11 0.26 1.00 0.02 -0.01 0.01 0.53 0.44 -0.04 0.32 0.09 -0.04 0.22 0.24 0.28 0.67 -0.13 0.18 0.93 0.89
C-5 0.59 0.01 0.02 1.00 0.08 0.04 0.13 0.13 0.15 0.09 0.34 0.18 -0.06 -0.04 -0.06 -0.06 0.46 0.81 -0.02 0.08
C-4 -0.10 0.03 -0.01 0.08 1.00 -0.07 0.09 0.13 0.09 0.19 0.39 0.32 -0.04 -0.07 0.01 0.07 -0.08 0.17 0.05 -0.02
C-15 -0.17 0.76 0.01 0.04 -0.07 1.00 -0.13 -0.16 0.85 -0.09 0.25 -0.03 0.62 0.56 0.49 0.19 -0.23 0.00 0.04 -0.02
C-17 0.07 0.10 0.53 0.13 0.09 -0.13 1.00 0.82 -0.14 0.70 0.00 -0.04 0.06 0.06 0.06 0.33 0.09 0.21 0.52 0.63
C-1 0.11 0.02 0.44 0.13 0.13 -0.16 0.82 1.00 -0.15 0.63 0.08 0.09 -0.06 -0.08 -0.02 0.24 0.03 0.22 0.43 0.51
C-9 -0.06 0.65 -0.04 0.15 0.09 0.85 -0.14 -0.15 1.00 -0.06 0.39 0.14 0.53 0.47 0.42 0.20 -0.14 0.11 0.03 -0.06
C-6 0.17 0.07 0.32 0.09 0.19 -0.09 0.70 0.63 -0.06 1.00 0.10 0.03 -0.05 -0.05 -0.03 0.19 0.04 0.16 0.35 0.39
C-18 0.07 0.11 0.09 0.34 0.39 0.25 0.00 0.08 0.39 0.10 1.00 0.27 0.08 0.06 0.18 0.29 0.04 0.37 0.12 0.07
C-2 -0.10 0.03 -0.04 0.18 0.32 -0.03 -0.04 0.09 0.14 0.03 0.27 1.00 -0.07 -0.09 -0.02 0.11 -0.06 0.23 0.02 -0.07
C-8 -0.43 0.86 0.22 -0.06 -0.04 0.62 0.06 -0.06 0.53 -0.05 0.08 -0.07 1.00 0.90 0.79 0.22 -0.35 -0.16 0.28 0.18
C-16 -0.37 0.78 0.24 -0.04 -0.07 0.56 0.06 -0.08 0.47 -0.05 0.06 -0.09 0.90 1.00 0.89 0.29 -0.34 -0.14 0.31 0.19
C-10 -0.39 0.69 0.28 -0.06 0.01 0.49 0.06 -0.02 0.42 -0.03 0.18 -0.02 0.79 0.89 1.00 0.36 -0.36 -0.09 0.37 0.23
C-13 -0.24 0.24 0.67 -0.06 0.07 0.19 0.33 0.24 0.20 0.19 0.29 0.11 0.22 0.29 0.36 1.00 -0.27 0.18 0.77 0.62
C-20 0.79 -0.36 -0.13 0.46 -0.08 -0.23 0.09 0.03 -0.14 0.04 0.04 -0.06 -0.35 -0.34 -0.36 -0.27 1.00 0.34 -0.21 -0.09
C-3 0.46 -0.07 0.18 0.81 0.17 0.00 0.21 0.22 0.11 0.16 0.37 0.23 -0.16 -0.14 -0.09 0.18 0.34 1.00 0.13 0.21
C-14 -0.18 0.29 0.93 -0.02 0.05 0.04 0.52 0.43 0.03 0.35 0.12 0.02 0.28 0.31 0.37 0.77 -0.21 0.13 1.00 0.85
C-19 -0.06 0.19 0.89 0.08 -0.02 -0.02 0.63 0.51 -0.06 0.39 0.07 -0.07 0.18 0.19 0.23 0.62 -0.09 0.21 0.85 1.00

101
Total Variance Explained

Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings
CN Total % of Variance Cumulative % Total % of Variance Cumulative % Total % of Variance Cumulative %
1 5.553 27.765 27.765 5.553 27.765 27.765 4.590 22.950 22.950
2 4.219 21.094 48.859 4.219 21.094 48.859 3.601 18.005 40.955
3 2.768 13.841 62.700 2.768 13.841 62.700 2.889 14.445 55.400
4 1.711 8.553 71.253 1.711 8.553 71.253 2.549 12.746 68.146
5 1.328 6.639 77.892 1.328 6.639 77.892 1.949 9.747 77.892
6 .861 4.303 82.196
7 .747 3.737 85.933
8 .572 2.859 88.792
9 .509 2.546 91.338
10 .384 1.918 93.256
11 .329 1.647 94.903
12 .240 1.198 96.101
13 .162 .812 96.913
14 .153 .764 97.677
15 .118 .590 98.267
16 .108 .538 98.805
17 .078 .391 99.195
18 .072 .361 99.557
19 .054 .272 99.829
20 .034 .171 100.000
Extraction Method: Principal Component Analysis.

102
End

103