1 - An analysis of the success factors in implementing an ITIL-based IT Change and Release Management Application [Seite 1]
1.1 - I Abstract [Seite 3]
1.2 - II Table of contents [Seite 5]
1.3 - III List of figures and graphs [Seite 6]
1.4 - IV List of tables [Seite 6]
1.5 - V Glossary and Abbreviations [Seite 7]
1.6 - 1. Introduction [Seite 9]
1.6.1 - 1.1. The organisation [Seite 9]
1.6.1.1 - 1.1.1. The Anonym group [Seite 9]
1.6.1.2 - 1.1.2. The Anonym-IT GmbH [Seite 9]
1.6.2 - 1.2. Course of the project [Seite 10]
1.6.3 - 1.3. Aims [Seite 12]
1.6.4 - 1.4. Demarcation [Seite 13]
1.6.5 - 1.5. Procedure [Seite 15]
1.7 - 2. Literature Review [Seite 16]
1.7.1 - 2.1. Purpose of an IT change and release management [Seite 19]
1.7.2 - 2.2. Critical success factors of organisational change management [Seite 19]
1.7.3 - 2.3. Critical success factors of an IT system implementation [Seite 23]
1.7.3.1 - 2.3.1. Business process reengineering [Seite 25]
1.7.3.2 - 2.3.2. Additional success factors for IT systems [Seite 27]
1.7.4 - 2.4. IT process modelling with the support of a reference models [Seite 27]
1.7.4.1 - 2.4.1. Comparison of the three reference models [Seite 28]
1.7.4.2 - 2.4.2. Interconnecting of the three reference models [Seite 29]
1.7.5 - 2.5. Definition of success factors in IT projects [Seite 30]
1.7.6 - 2.6. Hypotheses [Seite 31]
1.8 - 3. Empirical Research Methodology [Seite 32]
1.8.1 - 3.1. Research approaches [Seite 32]
1.8.1.1 - 3.1.1. Interpretivsm vs. realism [Seite 32]
1.8.1.2 - 3.1.2. Deductive vs. inductive research [Seite 33]
1.8.1.3 - 3.1.3. Quantitative vs. Qualitative Research approach [Seite 34]
1.8.2 - 3.2. Population and Sampling [Seite 38]
1.8.2.1 - 3.2.1. Sampling of the employee questionnaire [Seite 39]
1.8.2.2 - 3.2.2. Sampling of the employee interview [Seite 39]
1.8.3 - 3.3. Data Analysis [Seite 40]
1.8.4 - 3.4. Reliability [Seite 41]
1.8.5 - 3.5. Limitations [Seite 41]
1.9 - 4. Presentation and analysis of data [Seite 42]
1.9.1 - 4.1. Demographical statistic [Seite 42]
1.9.1.1 - 4.1.1. Questionnaire [Seite 42]
1.9.1.2 - 4.1.2. Interview [Seite 43]
1.9.2 - 4.2. Results of questionnaire [Seite 43]
1.9.2.1 - 4.2.1. Need of an IT Change Management [Seite 44]
1.9.2.2 - 4.2.2. General Success Factor Analysis [Seite 44]
1.9.2.3 - 4.2.3. Additional success factor analysis [Seite 45]
1.9.2.4 - 4.2.4. Adoption of ITIL® process success factors for RfC and IT change [Seite 47]
1.9.2.5 - 4.2.5. Justification the adoption of ITIL® process for RfC and IT change [Seite 47]
1.9.2.6 - 4.2.6. ITIL® process success factors of the RfC / change authorisation [Seite 48]
1.9.2.7 - 4.2.7. Justification of the RfC / change authorisation [Seite 49]
1.9.2.8 - 4.2.8. Personal ITIL® benefits [Seite 50]
1.9.3 - 4.3. Results of the interview [Seite 51]
1.9.3.1 - 4.3.1. Additional success factor analysis of question 4.2.3 [Seite 51]
1.9.3.2 - 4.3.2. Justification the adoption of ITIL® process for RfC and IT change of question 4.2.5 [Seite 51]
1.9.3.3 - 4.3.3. Justification of the RfC / change authorisation of question 4.2.7 [Seite 52]
1.9.3.4 - 4.3.4. Additional issues of the interview [Seite 52]
1.10 - 5. Conclusions and recommendations [Seite 53]
1.10.1 - 5.1. Conclusion of the need of the IT change and release management [Seite 53]
1.10.2 - 5.2. Conclusion of the demographical statistic [Seite 53]
1.10.3 - 5.3. Conclusions of the hypothesises [Seite 54]
1.10.3.1 - 5.3.1. Hypothesis 1 [Seite 54]
1.10.3.2 - 5.3.2. Hypothesis 2 [Seite 55]
1.10.3.3 - 5.3.3. Hypothesis 3 [Seite 56]
1.10.3.4 - 5.3.4. Hypothesis 4 [Seite 57]
1.10.3.5 - 5.3.5. Hypothesis 5 [Seite 57]
1.10.4 - 5.4. Managerial recommendations for the organisation [Seite 58]
1.10.5 - 5.5. Managerial recommendations for other companies [Seite 60]
1.10.6 - 5.6. Theoretical implications [Seite 60]
1.11 - 6. List of references [Seite 62]
1.12 - 7. Appendices [Seite 65]
1.12.1 - 7.1. The five ITIL® units [Seite 66]
1.12.2 - 7.2. ITIL® Transition unit with IT change and release management [Seite 67]
1.12.3 - 7.3. ITIL® IT Change Management Process Workflow [Seite 68]
Text Sample:
Chapter 3.1.3, Quantitative vs. Qualitative Research approach:
Quantitative research aims to objective findings, the best are obtained by observation and measuremental experimental studies. The aim of quantitative research is to provide generalized explanations and generally applicable laws. It should be 'phenomena are determined in their frequency and distribution' (Flick et al., 1995). In quantitative research the part of the subjective aspects of the researcher and 'researched' largely ignored.
The quantitative research method for the present research study is selected because it is the best method to test the results against a hypothesis.
For the quantitative research a sample survey is used because it can easily examine a large number of people for statistically reliable results without producing psychological influences and time pressure on the respondents.
On the other hand a sample survey has the challenge of not getting the whole rate of return and has the problem that the largest possible numbers of cases are needed. Individual specifics are neglected in favour of general trends (Adler, 2010).
Questionnaires were used for the empirical research and they are in the German language which is the standard language for the organisation. The advantages for the research are:
- Accurately quantifiable results.
- Identification of possible statistical relationships.
- Ability to analyse a large sample and thus obtain representative results.
- High external validity from a large sample.
- Greater objectivity and comparability of results.
Flick (2002) describes the qualitative method as a scientific method that wishes to obtain answers on specific questions which are regarded as universally valid and this aim follows up the present research study which should be presented in chapter 5.
The sample survey is not flexible during the investigation by the standardisation of the examination situation, the questions have already been set, and no individual approach is possible to the test subjects.
Moreover it is impossible to find out the reasons for the answers of the respondents and to reduce this issue the survey contains some open questions to determine causes. But to include open questions is not a guarantee of receiving any suggestion for reasons or improvements.
In order to input suggestions the present research study is supplemented with an interview which is a qualitative research method. As Bechhofer and Paterson (2000) stated a combination of a qualitative and a quantitative research leads to a better result as well as to a deeper understanding and this research study follows up this combination.
The target of the qualitative research is to understand the technical problems and to get the emotional reactions of the interview partners in the form of gestures. The face to face interview was a useful decision for this research because it is a problem orientated topic that is too difficult to get a comprehensive insight of the success factors and to discuss in depth the reasons of failure and suggestions of improvement only in a questionnaire. A depth quality of data is important because of having a multitude of processes and technical terms which can be clarified during the interview to come to a common denominator.
Although the interview is difficult to evaluate during the interview further enquiries from the interviewer were given. The requirements for the qualifications of the interviewer / observer are quite high; the quality of the data is to some extent dependent on it, but this is the method given in the present research study.
The analysis of an interview is relatively complex because that from the answers numerical quantities cannot be derived. Background knowledge and a deep understanding of the interviewer / observer must exist to gain this result.
For this a second supplement and therefore the third source implemented into the present research study is the personal observation of the author. The author has been working for three years in the ITSM department and therefore was able to witness the development as well as to collect some reactions of the users during this time. The observations are also a kind of qualitative research and have the following advantages:
- Flexible application of the method, as method adapts to the investigation and not vice versa.
- The openness of the approach makes it possible to discover new, previously unknown facts.
- Since the participants have no rules, you get more honest and complete information on the subjective view of the interlocutor.
- The focus is determined by the participant, thus it is particularly relevant for the participants on the issues.
- With personal interaction it is possible to obtain background information and to eliminate ambiguities.
- Higher content validity is possible due to unpredetermined procedure and open questioning shows greater subjectivity of results.
This method is difficult to use because the observation could be prejudiced which could have a tremendous impact on the results and therefore on the conclusions and recommendations. The observation is for the present research study reflected a subordinated topic but helps to orchestrate the information's and results.
