Executive Summar1

IT MANAGEMENT AT
TERRA FIRMA
Team Members
Abdulhameed Almutairi
Fraser Keetley
Luzian Serafin
Marjet Lammers
Philipp Joebges
Executive Summary
Terra Firma recently encountered severe problems with a network failure.
Although the failure could be remedied, it appeared that IT management and all
of its components, especially the governance with existing policies and
regulations has to be improved within Terra Firma. Terra Firma is forced to react
as fast as possible because wrong investments in the past, no structured IT
management as well as increasing competition endanger its capability to
compete with other big companies in the market.
In this report, a thorough study of the current situation was conducted. Terra
Firmas current problems and upcoming challenges have been identified and
concisely summarised. Two new IT services are proposed in order to help Terra
Firma to compete in the future: Bring Your Own Device will enable Terra Firma
staff to use their own devices, mobile as well as stationary, for everyday tasks.
The improved File Sharing Service will help Terra Firma to satisfy needs of their
staff for increased collaboration capabilities as well as exploit new possibilities to
gain revenue. Both services are comprehensively designed and plans for the
implementation, transition and operation of the services are provided.
Through the proposed services, Terra Firma will be able to compete in the future,
resolve its current issues with IT and increase its revenue. The IRR for both
services over a three year horizon is just over 70% and therefore very promising.
Table of Conten
1.0
Introduction............................................................................................................. 1
2.0
Overview of Terra Firma........................................................................................... 1
2.1
3.0
Strategic Map....................................................................................................... 3
The IT Function in Terra Firma..................................................................................4
3.1
Overview of the Current IT Function.....................................................................4
3.2
Issues and Problems with current IT function.......................................................5
4.0
New Strategic IT Services........................................................................................6
4.1
File Sharing Service.............................................................................................. 7
4.1.1 Service Level Package......................................................................................7

4.2
Bring Your Own Device (BYOD).............................................................................8
4.2.1 Service Level Packages.....................................................................................9

4.3
5.0
ROI calculations.................................................................................................... 9
Designing new IT services.....................................................................................12
5.1
Service Design: BYOD........................................................................................12
5.1.1 Business Requirements...................................................................................12

5.1.2 Service Level Packages...................................................................................13
5.1.3 Detailed Requirements...................................................................................14
5.1.4 Organizational Readiness................................................................................15
5.1.5 Performance Measurement.............................................................................15
5.1.6 Capacity Plan..................................................................................................16
5.1.7 Availability Plan...............................................................................................16
5.1.8 Security Plan................................................................................................... 17
5.1.9 Supplier Management.....................................................................................17
5.2
Service Design: File Sharing...............................................................................17
5.2.2 Business Requirements...................................................................................18

5.2.2 Service Level Packages...................................................................................18
5.2.3 Detailed Requirements...................................................................................19
5.2.4 Organizational Readiness................................................................................20
5.2.5 Performance Measurement.............................................................................20
5.2.6 Capacity Plan..................................................................................................21
5.2.7 Availability Plan...............................................................................................21
5.2.8 Security Plan................................................................................................... 22
5.2.9 Supplier Management.....................................................................................22
6.0
Transition New IT Services.....................................................................................23
6.1
BYOD (Bring Your Own Device)...........................................................................23
6.1.1 Request for Change........................................................................................23

6.1.2 Transition Plan................................................................................................ 27
6.1.3 Remediation Plan............................................................................................ 29
6.1.4 Configuration Baseline....................................................................................29
6.1.5 Definitive Media Library and Hardware Spares Information............................32

6.2
Corporate File Sharing........................................................................................32
6.2.1 Request for Change........................................................................................32

6.2.2 Transition Plan................................................................................................ 34
6.2.3 Remediation Plan............................................................................................ 36
6.2.4 Configuration Baseline....................................................................................37
6.2.5 Definitive Media Library and Hardware Spares Information............................37
7.0
Preparing for Operation of the New IT Services.....................................................38
7.1
The Service Desk Model.....................................................................................38
7.2
Revised IT Service Management process............................................................39
7.2.1 Unsuccessful roll out of services.....................................................................40

7.2.2 Event Management......................................................................................... 41
7.2.3 Incident Management.....................................................................................42
7.2.4 Problem Management.....................................................................................43
8.0
Continually Improvement Strategies......................................................................45
8.1
7-Step Plan for Improving One of the New IT Services.......................................45
8.2
7-Step Plan for Improving IT Service Management.............................................47
9.0
Summary of findings and conclusion.....................................................................48
9.1
Summary............................................................................................................ 48
9.2
Conclusion.......................................................................................................... 48
1.0 Introduction
In early 2014, Terra Firma suffered from a failure of its IT infrastructure that
affected the entire company. It was then followed by several weeks of manual
recovery procedures. Terra Firma staff and outside experts took more than 18
hours to determine the source of the problem. It was revealed that a router had
been flooded with connection request packages due to a new engineering
application that had not been tested correctly. The failure highlighted a number
of ongoing issues within Terra Firma.
Although high investments in disaster recovery and prevention methods had
been made, the problem could neither be detected nor fixed faster. This failure
has led to a negative impression of the IT department within the Terra Firma. IT
investments, which account for over 40% of capital expenditures within the
company, have also been called into question. With such significant investment,
the projects being completed have unfortunately, provided insufficient return on
investment and have failed to add value to existing IT services.
IT within Terra Firma is currently fulfilling the businesses basic requirements, but
the services offered, fail to further or enable business goals. There is an urgent
need to carefully analyse the state of IT Business alignment within Terra Firma.
Innovative solutions and services are required to enable Terra Firmas continued
growth, competitiveness and its provision of cutting edge technology to its
customers.
This report aims to provide a foundation for Terra Firma to improve its IT services.
A detailed analysis of the current state of IT in Terra Firma will be provided, as
well as two new IT driven services. These services have been developed in order
to provide significant value to Terra Firma and increase ITs alignment with
Business goals. Each of the services has been developed following the ITIL v3
standards for service design. A detailed transformation plan for each service will
be introduced to provide a guideline how to smoothly implement each service.
Firstly, a brief overview of Terra Firma and a SWOT analysis of the current state of
the company is provided. Following that, the current IT functions are introduced
and analysed. The focus of the analysis will be the issues and problems of
existing IT functions. The report will introduce two newly developed IT services
that aim to provide increase business value and help Terra Firma overcome
current and future challenges. These services will include a return on investment
calculation, service desk model and a new service management process to
ensure the safe operation of each service. Finally, two seven-step-plans will be
introduced; these plans aim to provide well-engineered steps to improve the
newly developed services as well as the IT service management as a whole. The
report concludes with a summary and some remarks about the value of IT for
Terra Firma.
2.0 Overview of Terra Firma

Terra Firma began its rise to prominence in the 1990s thanks to its founders
Godfrey and Allan Frost. Through their commitment to the development of
innovative technology, Terra Firmas brand and capabilities flourished, allowing it
to capture a significant market share in the medical components and supply
industry. The development of high resolution TFT (thin film transistors) to create
cutting edge digital detectors was an industry breakthrough and highlights the
start of Terra Firmas road to success. The companies continuous commitment to
the improvement of medical imaging technology has allowed it to become an
industry leader. Terra Firma now supplies advanced medical imaging systems and
components to industry leaders such as Siemens, General Electric (GE), Philips,
Hitachi and Toshiba. Terra Firmas commitment to its capabilities and its continued
investment into innovative solutions, highlights the companies willingness to be
an agile, adaptive and game changing player in the industry.
Despite its commercial success, the company has had several setbacks both
internally and externally. In Exhibit 1, the below SWOT analysis (Strengths,
Weaknesses, Opportunities and Threats) has been created to show the various
pain points of the company, its strengths over its competitors, external threats
that can affect growth and opportunities for expansion.
Strengths
Weaknesses
Development of innovative solutions (3D and 4D software
Low
Products,
ROI onDigiRayZ
IT expenditures
product line)
Strong growth of DigiRayZ product line
200 different applications inside Terra Firmas IT infrastructure
Large number of profitable customers (Hitatchi, GE, Toshiba
Fewetc.)
numbers of applications are compliant with Terra Firmas IT standards
Significant impact from this years IT infrastructure failure
Knowledge Management/transference for outgoing staff is managed Ad Hoc
Opportunities
Threats
Emerging markets in Asia, Africa and South AmericaChanging regulatory standards around the world
Significant growth in the medical industry with several
Large
years
competitors
of significant
are investing
growth ahead.
significant amounts into their R&D departments.
Dependence on large vendors for majority of Terra Firmas profits.
Exhibit 1, Terra Firma SWOT Analysis
Exhibit 1 and the situation brief indicate that Terra Firma has continually invested
the companies resources into new and developing technologies. This has
allowed for new innovations in the industry and has become a significant
strength for the company. The development of 3D and 4D software products in
2004 and the subsequent success of the Imaging Software Products division
2
shows Terra Firmas ability to drive change and produce world class technologies.
This is evident with the introduction of the DigiRayZ product line in 2007, which
was a huge addition to Terra Firmas offerings and has become one of the most
profitable and greatest strengths of Terra Firma. The companies significant
number of high profile clients also continues to be a core strength of the
organisation.
IT infrastructure within Terra Firma however, is one of the organisations greatest
weaknesses, having recently suffered a significant IT infrastructure failure. The
network failure which occurred earlier this year highlights the chaotic nature of IT
within Terra Firma. With over 200 applications in use within the company,
maintaining and updating IT within the company has become extremely complex
and is a significant weakness for Terra Firma.
With 40% of Terra Firmas capital expenditure being used on IT, the company has
seen little return for its investment. Much of this investment into IT has been
spent on simply maintaining existing systems and equipment. From Exhibit 4 in
the Terra Firma case briefing the total expenditure in 2009 for capital
expenditures on IT was 36.28 million NZD, a huge expense for what is widely
acknowledged as a low return investment. There are also significant weaknesses
with Terra Firmas knowledge management, which is largely managed on an Ad
Hoc basis, departing staff often take their skills elsewhere without the
appropriate knowledge transfer activities taking place.
With new regulatory pressures in Europe, US and Australasia threatening existing
markets and large R&D competitors developing new innovations Terra Firma
requires radical change. The companys dependence on large vendors is also, as
much a strength as it is a weakness, however with large competitors beginning
to outpace Terra Firma, there are significant challenges ahead. Terra Firma, has in
the past shown its ability to drive innovation and from Exhibit 1s SWOT analysis,
there are significant opportunities for Terra Firma to expand and deliver new
offerings to customers.
Emerging markets, within Asia, Africa and South America present new
opportunities for growth and success. The modernising of medical equipment in
these countries present low hanging fruit which can help establish Terra Firma
as a dominant supplier. With the medical supplies industry set to grow by 6% for
several more years, Terra Firma is poised to deliver significant growth and value
to its customers.
Stephanie Clarks arrival in 2003 and her vision as CIO have helped push the
companies IT infrastructure into the 21st century. But despite this, there are
several challenges that existed upon her arrival which still continue to plague the
company today. Without Stephanie Clarks commitment to Terra Firma and her
development of new compliance standards, the catastrophic network failure that
occurred, could have been far worse. The involvement of Marvin Keats to develop
a solution to the myriad of problems within Terra Firmas IT division is the first
step in a long process to innovate and drive change within the organisation.
Section 4 onwards will provide two new services which can assist in resolving
3
Terra Firmas weaknesses, increase its strength, counter its threats and
importantly capitalise on opportunities within the industry.
2.1 Strategic Map

From the above SWOT analysis, it is evident that Terra Firma has a number of
beneficial strengths, concerning weaknesses, possible opportunities and external
threats largely out of the companys control. To better understand Terra Firmas
strategic operations a Strategic Map has been created to illustrate what analysis
has revealed to be the companys main financial, customer, and internal
business process and learning and growth strategies.
Increase revenue through delivery of cutting edge medical technology

Financial
Customer
Deliver value on services
Deliver innovative solutions
Create long lasting productive

working
relationships
Create and
take advantage
ofProvide
innovative
competitive
medical high
advances
quality medical imaging solutions
Internal Business Processes
Recruit and develop strong leaders and employees

Learning and Growth
Provide funding to research and development projects
Exhibit 2 Strategic Map of Terra Firma
It was observed from the case study provided to Marvin Keats for this report that
Terra Firma strives to deliver valuable and innovative solutions to its customers,
whilst maximising revenue to invest in future R&D projects. Terra Firma aims to
foster long term relationships with its customers and recruit strong leaders and
employees. In order to maintain this strategic vision however, an understanding
of IT within Terra Firma must be gained.
3.0 The IT Function in Terra Firma

The companies IT assets have played an integral role in the companys success.
However, the companies view on IT from the provided documentation indicates
that it is seen primarily as an enabler, providing the base needs of the
organisation. With the recent interruption to Terra Firmas IT services, many
functions within the company need to be reviewed. A number of observations
have been made and documented based on an analysis of Terra Firmas IT
processes and structure within this section.
3.1 Overview of the Current IT Function

Terra Firmas management structure did not include a professional IT
management team until 2003 when Stephanie Clark was appointed as Vice
President of IT and Operations and COO. The corporation has developed a five
year employment growth plan. By 2009, the number of full-time staff has
increased to over 5,200 and annual revenue has passed predictions to reach
NZ$2.5 billion (Exhibit2, Page 16 of Terra Firma Medical Systems). Clarks
opposition to a separate CIO position, led to the consolidation of IT staff, HR and
accounting under her position.
Marvin Keats has a significant role in Terra Firma's IT function due to his position
as Director of IT and Operations for the Asia Pacific region. As of 2008, Keats has
5
been responsible for all business activities and operations within the company's
field offices and manufacturing divisions within Asia. Keats main goal is to
strengthen the presence of Terra Firma in the Asian Pacific region. Additionally,
Keats has developed strong sets of business processes that assist applications
and infrastructure that are used across several regions, EMEA and NALA being
two such examples. Under pressure from Marvin Keats Terra Firma adopted a
CRM (Customer Relationship Management) system in 2008. The reasons for its
adoption included:
The growth in numbers of offices, staff and sales forced the company to
implement the new CRM software even after its rolling out in the early
2008.
CRM helped develop end-to end business process and embedded real time
business intelligence.
Most importantly, Oracle CRM could be integrated with the company J.D
Edwardss accounting software. (Exhibit 6: Terra Firma's Key IT
Applications and Services).
3.2 Issues and Problems with current IT function
IT is deeply integrated into Terra Firmas organizational structure. IT however, is

largely taken for granted within the company, despite the impacts it can have if
it fails. An example of this was the recen catastrophic network failure that
resulted in a several hours search for the cause. After years of underinvestment
on Terra Firmas IT infrastructure, this was the result. Terra Firma has a number of
major service issues:
Field offices use free unsecured desktop videoconferencing software, such

as Skype which do not support corporation solutions and are a vital threat
to the companys information assets.
The corporation has some social media like tool such as wikis, IM and
SharePoint. However, no corporate standards exist to support their use.
The Oracle CRM system which is installed on Windows clients at field
offices, but not on a server due to the associated expenses and time
required to add users.
The majority of employees only use MS Exchange/Outlook for maintaining
calendar appointments.
A large number of employees and departments are resistant to any
attempt to change business processes. Stephanie Clarks attempt to
introduce new standards was met with heavy resistance and were never
fully used.
The companies IT assets appear to be poorly aligned to the businesses goals. To

correct this issue and the aforementioned problems from occurring, a redefined
IT function inside Terra Firma needs to be established. The companys different
business goals and needs can only be met, if they are well understood and
provided in a strategic matter.
With a focus on the People, Processes, Products and Partners, IT within Terra
Firma should be changed to support the day to day business. The strategy
generation phase inside the ITIL frameworks provides us with a useful guideline
how the IT Department should view itself in relation to Terra Firma. Based on the
ITIL service strategy process there are four activities that define a successful
strategy:
In order to define the market that Terra Firma operates in the IT Department has
to develop a detailed understanding of the needs and requirements of Terra
Firmas current and future customers. The customers of Terra Firmas IT function
can be categorised into the following groups.
Internal customers i.e. Terra Firmas employees.

The individual business units inside Terra Firma
Based on the identified Terra Firmas customers and their individual needs a list of
Business Units have been identified, Table 1 below is a breakdown of the
Business Units and their needs.
Business Units inside Terra Firma
Regional HQs
Software Development
Field Offices
Corporate HQ
Engineering Design,
..
Needs
VOIP, Help Desk
Support for Development Environment
Tech Support
Help Desk, VOIP
Specific Software packages
Table 1, Identified Business Units and their needs
Aside from its internal customers, the IT Department also has indirect customers.
These are the Clients of Terra Firmas IT based products (Imaging Software
Products for example). Customers such as GE, Siemens, Phillips, Hitachi, Toshiba,
various Hospitals, Labs, Dental, Vets constitute Terra Firma's main market
segment within the medical industry.
With the medical imaging products market possessing an estimated value of
around 50 billion US dollars as of 2009 there is an incredible demand for Terra
Firmas services. With projected increases of 6% consistently year on year are
forecasted, it is exceedingly important that Terra Firma capitalize on this market.
This dramatic growth is driven and expanded need for MRI (Magnetic Resonance
Imaging) and CT scanners can only be fulfilled through the achievement of
IT/Business Alignment. Therefore, it is critical that meaningful changes in IT are
made, to ensure that new opportunities within the market place can be achieved
by the business.
4.0 New Strategic IT Services

New service offerings are required to meet market demand and solve several
complex business problems within the company. Strategic assets will require
development in order to deliver proposed services.
The acquisition of
capabilities and application company resources will be required to successfully

design transition and operate the proposed service offerings.
To provide the best service for users, it is important to identify their User Profiles
(UP) and Patterns of Business Activities (PBA) associated with the service. PBA is
important because business activities are the primary source for demand for
services (Van Bon, Pieper, & van der Veen, 2008). For each of the services we
have identified several user profiles. User profiles are the groups of employees
who will use the service. In table 2 and table 3 these user profiles can be found
in column 1 and in column 2 there associated PBAs can be found. In order to
alleviate the aforementioned difficulties, 2 new services have been created.
4.1 File Sharing Service

This service builds upon an existing file sharing service within Terra Firma. The
new service aims to improve and extends its functions. The needs of Terra
Firmas staff to access data at any time from any location are taken into account
as well as there is a need to share data to enable collaboration. One specific use
case is to enable the product development team to access testing data created
by the engineers. The new file sharing service will also exploit new revenue
possibilities. Terra Firma can share manuals and other files that relate to their
products over the new service, allowing customers to subscribe to the file
sharing service allowing speedy updates to user manuals and software for their
products.
User Profile
Senior executives (CEOs)
Management
Manufacturing (Factory Plants )

Research & Development Project
Groups
IT Office Staff
Sales & Marketing Office Staff
Patterns of Business Activities

Sharing and editing files about key
business activities and financial
information with management
Sharing and editing files about key
business activities and financial
information.
Communicate critical details of project
and business activities with the rest of
the company
Sharing critical Data about their
processes with Research and
Development and Management
Getting access to critical Data and
sharing critical Data with other
departments and management
Getting access to data of other
departments to investigate IT problems
Sharing of Sales and Marketing Data
with HQ and Management
Table 2 File Sharing Service

4.1.1
Service Level Package
Service Level Package 1:

Utility
Share data between users
Warranty
No limit to file size
8
Read and edit files from other

departments and regions
Share data between devices
Access data at all times
Store files for 6 months

Enable access with up to 100mb/s
download and 10mb.s upload.
Secured data through passwords: 8
characters, letters and numbers
required
Every user can store 25 files at a time
Table 4 File Sharing Service SLP1
For the file sharing service one service level package covers all patterns of
business activities. The utility shows that it is possible to share, edit and read
data important for all activities by our users.
4.2 Bring Your Own Device (BYOD)

BYOD is an innovative service that aims to change the way people work at Terra
Firma by increasing flexible working conditions and increasing employee
involvement. As of now there exists synchronising applications for work
calendars for select staff using Blackberries. Other users may use their personal
phones as well. However, despite this limited functionality there have been
concerns raised about security and the possibility of data leakage.
This newly proposed service will enable staff to sync their calendars to their
private phones and laptops, access e-mails, work on files, use the previously
described file sharing service and utilize several core applications used by the
various work groups within the company. BYOD has been selected as an
appropriate service for not only productivity gains that could be achieved, but
also for the flow on effect it would have making corporate applications mobile
ready. Several corporate applications would need to be updated in order to allow
employee devices to easily access them via their mobile phones and laptop
devices. Listed below, are some of the additions that would be made if the
service were to be introduced:
Currently, no corporate-wide policy regulates the fair use of

personal/mobile devices within Terra Firma. A new framework governing
BYOD would be required to ensure correct usage of corporate files,
software and features.
New corporate applications/systems can be set up for usage through

personal devices if a need for that system/application is expressed.
All network traffic will be encrypted to secure sensitive data.
This service aims to reduce the costs of corporate mobile devices,

increases staff satisfaction through flexible working arrangements and
increase productivity.
User profile
Senior executives (CEOs)
Patterns of Business Activities

Access to company network from every
9
Management
Manufacturing (Factory Plants )
Research & Development Project

Groups
IT Office Staff
Sales & Marketing Office Staff
location
Access to email and agenda and
editing them from every location
Possible to work on company files from
every location
Access to company network from every
location
every location
own devices at the plants
own devices at the office
Table 3 Bring Your Own Device
4.2.1 Service Level Packages

For Bring Your Own Device two service level packages are needed, one which
allows Senior Executives and Management to work from every location. The
second service level packages is for the other employees to ensure they can
access email and agenda from every location and on company grounds access
the network from their own devices.
Service Level Package 1 (Management & Senior Executives):
Utility
Access company network from every
location with any device
Access mail and agenda from every
location and device
Ability to edit files from every location
and device
Warranty
No software installation needed
Enable access with up to 100mb/s
download and 10mb.s upload.
Time to connect less than 10 seconds
265 BIT SSL Encrypted connection
Availability of network 24/7
Table 5 BYOD SLP1
Service Level Package 2(Other employees):

Utility
Access company network from any
Warranty
No software installation needed
10
device inside offices and plants

Access to mail and agenda from every
location and device
Time to connect less than 10 seconds

265 BIT SSL Encrypted connection
Availability of network during office
hours
Table 6 BYOD SLP2
4.3 ROI calculations
In order to accurately create a set of ROI calculations for the service, the base
case was calculated first using Exhibit 2: Selected Financial Information for Terra
Firma Medical Systems from the case study. Year 0 is taken as 2014. To calculate
the revenues we have to look from 2005 to 2008, from that period the revenues
grew by approximately 16% per year, however the 2009 financial year registered
a 21% growth in revenues. This has been attributed to the introduction of the
DigiRayZ product line. To calculate the revenues of 2014 it is assumed that
growth from 2010 onwards will be an average of 18%. Therefore, revenue in
2014 is 4,936m NZ$ (2,546*1.184) The average growth of expenses have risen
from 16% per year from 2005 to 2008 to 19% in 2009, for the ROI it is assumed
that expenses will rise with 19% in the future as well. The expenses in 2014 will
be 4,187m NZ$ (2,088*1.194). For the costs of IT it is assumed that the grand
total (cash flow basis) is taken into account for the costs in the overall budget. In
2009 this was about 7 %( 152.8/2,088). Of the total expenses for the future it is
assumed that the IT budget will increase at the same rate as the expenses, 19%
per year. In 2014 the IT budget would be 306m NZ$ (152.8*1.19 4).
In the tables below, the base case, the BYOD and File Sharing case can be found
and the calculated ROI for both services. The ROI has been calculated for both
together as the services have the most value being implemented together.
For the new situation there will be an initial investment of 46.56m NZ$ and with
the ongoing cost the total investment will be 60.20m NZ$. These costs of the File
Sharing System will be a onetime investment of 700 dollars per employee. In
2014 there are 7632 employees, so the costs are 5.34m NZ$. For BYOD device
the costs are 5400 NZ$ per employee, this also counts for new employees. In
table 6 the costs for BYOD can be seen.
Year 0
# of
Employees
7632
Cost per
Device
600
Cost per
Employee
5400
Cost per Year

$
Year 1
8396
600
5400
4.12
Year 2
9235
600
5400
4.53
Year 3
10159
600
5400
4.99
41.21
Table 7 Costs of BYOD
11
It is assumed as the new system is transitioned some existing infrastructure will

be used decreasing IT expenses an estimated 10% from a growth of 19% per
year to a growth of only 17% per year. This system allows employees and
management to work more efficiently and effectively. It is also assumed that
revenue growth will increase from 18% to 18.5%. As can be seen in the
calculations of table 8 the ROI will be 29.86%. In table 8 all the assumptions as
explained can be found.
Base Case
Year 0
Total revenues
IT Expenses
Other Expenses
Total expenses
Year 1
Year 2
Year 3
4,936
5,824
6,873
8,110
4,187
364
4,618
4,983
433
5,496
5,929
516
6,540
7,056
842
944
1,054
-175
-120
-253
295
-206
-142
-283
312
-243
-169
-316
325
EBITDA
Depreciation and
amortization
Net interest expense
Taxes on earning
Net income
File Sharing Service &
BYOD
Year 0
Total revenues
IT Expenses
Other Expenses
Total expenses
Initial Investment
Ongoing Costs
4,936
4,187
46.56
EBITDA
Depreciation and
amortization
Taxes on earning
Net income
Year 1
Year 2
Year 3
5,849
6,931
8,214
358
4,618
4,977
420
5,496
5,915
491
6,540
7,031
4.12
4.53
4.99
872
1,016
1,182
-175
-119
-262
316
-208
-142
-305
361
-246
-169
-355
412
Year 2
Year 3
49
87
Incremental Cash Flows

Year 0
Net Incremental Cash
Flows
Net Present Value ($
-46.56
Year 1
21
78
12
thousands)
Discount Rate
Tax Rate
3 yr Internal Rate of Return
(IRR)
10%
30%
70.55%
Payback Period Calculation

Year 0
Net Incremental Cash
Flows
Cumulative Cash Flows

Payback is in month
ROI
Year 1
-47
Year 2
Year 3
21
49
87
-26
of Year 2
23
===>
110
0.47
29.86%
Table 8 ROI Calculation
Base case
discovery/assumptions
Discount rate
10%
Tax rate
30%
Annual increase of revenues
18%
Annual increase of expenses
19%
Depreciation and amortization

3%
of revenues
2.4%
of expenses
File sharing & BYOD

assumptions
Annual increase in IT expenses
Annual increase in other expenses
Annual increase in revenues
17%
19%
18.5%
Table 9 ROI Assumptions
The generated ROI will serve as a reference point for future progress calculations
when the system is put into operation.
5.0 Designing new IT services

The newly proposed IT Services in section 4.0 have been identified as the two
best solutions to several issues within Terra Firma. A primary issue that was
identified in the case study is that there is a desperate need to innovate the
companies IT services to ensure that the business can achieve its goals. With
over 200 corporate applications, Terra Firma has a huge IT commitment, yet
there exist a large number of systems which do not adhere to the companies
standards. These new IT services cannot completely resolve some of the issues
within the companies IT department. However, the services proposed within this
13
section, can help further business goals and institute a number of improvements
to IT within the company. By improving and introducing new services, Terra Firma
can begin to align its business goals and IT goals, so that value can be yielded
for both areas.
5.1 Service Design: BYOD

The Bring Your Own Device service will enable Terra Firma staff to use their
personal devices, no matter if they are mobile or stationary devices, for most of
their daily work.
5.1.1 Business Requirements
There are several requirements that the stakeholders have towards a BYOD
service. They are captured below:
Business Requirement
Priority
Description
User Experience
Must Have
There must be no differences in the user

experience when users engage with Terra
Firma using company devices or personal
devices
Access Terra Firmas network

via mobile and stationary
devices
Must Have
Users must be able to access Terra

Firmas network through personal mobile
devices (including laptops) and stationary
devices (corporate computers )
Synchronize personal devices

to corporate calendars
Must Have
Users must be able to synchronize

personal calendars and work calendars to
personal devices
All employees can access email via mobile devices
Must Have
Users must be able to access work emails via employee mobile devices
Mobile
Device
conferencing
Preferred
Users must be able to attend and

conduct a video conferences on their
mobile devices
Read, write, and delete access

via. Mobile devices
Must Have
Users must be able to access data and

files and be able to add, edit and delete
them as required
Access to project management

systems for mobile devices
Must Have
Users must be able to access Project

Management Systems
Access from multiple devices

(both corporate and personal)
Must Have
Users must be able to use multiple

devices simultaneously (i.e. a user edits
documents on a company computer
whilst
synchronizing
calendar
appointments on a mobile device)
User location shall not effect

access to service
Must Have
Users must be able to change their

workplace without interruption to their
connection to the network
video
14
Table 10: Business Requirements

Building upon the business requirements, the service level packages (SLP) define
the utility and warranty that the service has to provide. There are three different
user groups within Terra Firma, executives, middle management and employees:
User Group: Executives

Utility
Connect users personal device to
the network of Terra Firma
Synchronize mails and calendars
Read, modify and delete files
Warranty
Connect to the network in less than 10 seconds
Connect every device independently from the
operating system
Encrypted connection (265bit SSL)
Download Speed: 10mb/s
Upload Speed:
1mb/s
Device stays connected when person moves within
the buildings (Continuity of the connection)
Support weekdays between 6am 9pm
Support weekends between 8am 6pm
99.9% Availability
Table 21: User Group Executives
User Group: Middle Management

Utility
Connect their own device to the
network of Terra Firma
Synchronize
mails
and
calendars
Read, modify and delete files
Access Project Management
System
Warranty
Connect to the network in less than 10 seconds
Connect every device independently from the
operating system
Upload Speed:
1mb/s
Device stays connected when person moves within the
buildings (Continuity of the connection)
Support weekdays between 8am 6pm
Support weekends between 10am 4pm
99.9% Availability
Table 12: User Group Middle Management
User Group: Employees

Utility
Connect their own device to the network of
Terra Firma
Synchronize e-mail messages and calendars
Read files
Store files on the device
Warranty
Connect to the network in less than 10
seconds
Connect devices that run Windows,
Android or iOS
15
Upload Speed:
99% Availability
1mb/s
Table 13: User Group Employees
5.1.3 Detailed Requirements

Using the SLPs from the previous sections, a set of detailed functional and nonfunctional requirements have been derived. These requirements are listed and
explained below:
Functional Requirements:
Enable the connection of personal mobile devices: Users are able to

connect their personal smartphones, tablets and phablets to Terra Firmas
network
Enable the connection of personal stationary devices: Users are
able to connect their personal notebooks to Terra Firmas network
Encrypted connection: All connections within Terra Firmas network are
encrypted
No limitation to the down- & upload speed: Terra Firma will not
deliberately set any limitations to the down- and upload speed. Users may
experience slower connections when many users use the network
simultaneously.
Allow synchronization of mails: Users are able to access and
synchronize their work mails from their devices.
Allow synchronization of calendars: Users are able to access their
work calendar and their personal calendars.
Allow full access to files: Users are able to full access (read, modify,
delete) files that are stored on Terra Firmas servers, if their user profile
has the authority to do so.
Mobile solution for the Project Management System: Users are able
to use the Project Management System from their personal mobile
devices, using a newly developed mobile app.
Mobile solution for core Terra Firma systems: Users must be able to
access core business systems within Terra Firma.
Non-Functional Requirements:
Connection Time less than 10 seconds: The time it takes users to

connect their personal devices to the network, provided they entered the
correct username and password combination, is less than ten seconds.
Download-Speed of 10mb/s: The network infrastructure supports
download speeds of at least 10mb/s.
Upload-Speed of 1mb/s: The network infrastructure supports upload
speeds of at least 1mb/s.
Guaranteed support weekdays between 6am-9pm: Support will be
provided from Monday to Friday from 6am to 9pm.
Guaranteed support weekends between 8am-6pm: Support will be
provided on Saturday and Sunday from 8am to 6pm.
16
Availability of 99.9%: The BYOD service has an availability of 99.9%. The

service will not be unexpectedly unavailable more 8h 45min 57sec every
year.
Continuity of the connection: The user can move within the area of
Terra Firmas network without losing connection.
Fully encrypted connection: All connections are continuously
encrypted. No data will be exchanged over an unencrypted connection.
A user can access the network with three different devices
simultaneously: Every user has the possibility to sign into the network
with his username / password combination three times simultaneously.
When trying to connect a fourth device, the connection will be refused.
5.1.4 Organizational Readiness

The analysis of Terra Firmas current capabilities shows that there are some
assets that can be used to build the BYOD service upon. However many
investments have to be made to enable the use of this service throughout all of
Terra Firma. Table 14 details the existing capabilities of the organization and
several newly identified capabilities that would need to be achieved to
successfully implement the service.
Existing Capabilities
New capabilities
Network Infrastructure
Network infrastructure: Connection to Melbourne, Regional

HQs, Field Offices
Network Encryption Software
Network Monitoring Software
Mobile Application for the Project Management System
Mobile Application for core Terra Firma Systems
Mail & Calendar Synchronization Software
Mobile File Access Software
Staff Knowledge
File Server
Help Desks
Table 14: GAP Analysis
Most of the investments needed to be made refer to new software. Some existing
network infrastructure will be used in the services creation; however a significant
portion needs to be renewed to guarantee the networks performance defined
under the non-functional requirements. Finally, the administrators as well as the
support staff have to be trained to be able to support the end users and solve
incidents on their own.
5.1.5 Performance Measurement
The performance of the BYOD service will be measured using a SLAM chart. The
single measurements are:
The average connection time should be less than 10 seconds

There are not more than 0.1% connection errors every month
The average download speed is 10mb/s
17
The average upload speed is 1mb/s

There are not more than 0.1 file access errors
Average
Connection Time
Connection Errors
Average
Download Speed
Average
Speed
Upload
File Access Errors
Janua
ry
Realit
y
Goal
Realit
y
Goal
Realit
y
Goal
Realit
y
Goal
Realit
y
Goal
Februa
ry
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Marc
h
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
April
May
June
July
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Augu
st
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Septem
ber
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Octob
er
Realit
y
Goal
Realit
y
Goal
Realit
y
Goal
Realit
y
Goal
Realit
y
Goal
Novemb
er
Reality
Decemb
er
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Goal
Table 15: SLAM Chart
The necessary data will be collected using the newly implemented network
monitoring software.
5.1.6 Capacity Plan
Personnel: Team of 2 Administrators & 5 Support Staff
Ensuring that the service can be used and answering support calls
Non-Personnel: Redundant IT infrastructure, policy to review SLAs every 6

months
Ensuring that in case the connection fails there is redundancy
5.1.7 Availability Plan

To secure the high quality of the service and ensure a small number of incidents
and support calls the service will utilize standard off-the-shelf software. There will
also be redundant infrastructure to secure the ongoing availability of the service
when errors occur. A number of staffing contingencies will be available to ensure
support calls will be answered in a timely manner. If staff members are
unavailable in any given time-zone, then support calls (depending on their
urgency) will be re-directed to another time zone.
Network infrastructure will be monitored constantly to detect incidents at the
earliest possible stage. In the event of an incident, redundant infrastructure will
be activated automatically. The administrator on duty will receive a notification
about the incident and work on the rectification with the highest priority. The
administrator will also send a message (email) to all users that the service is
currently encountering problems and that a solution is being worked on. During
this time the cause of the problem will be identified and the incident has to be
reviewed, which will include an assessment of the damage.
18
Topic
Plan
Availability
Secured through redundant infrastructure and support staff that solves

incidents.
Secured through redundant infrastructure and constant network
monitoring.
Highly trained administrators and support staff can restore the service
after a failure in the least possible time.
Secured through redundant infrastructure, constant network monitoring
and guaranteed support as set in the SLAs.
Reliability
Maintainabil
ity
Serviceabilit
y
Table 16: Availability Plan
5.1.8 Security Plan

The BYOD service will enable its users to transfer highly sensitive data through
the network onto personal devices. Therefore security has to be planned for two
different dimensions:
Secure
Connection
Secure
Handling
Exhibit 3: Security Dimensions
All connections within Terra Firmas network will be secure; no data will be
transmitted unencrypted. This will be guaranteed through the usage of new
encryption software and constant network monitoring. The administrators will
test the encryption of the connection every 6 months and report any possible
incidents. Additionally a white-hat hacker will be engaged once every year to
test the network infrastructure for possible security holes. The results of these
tests will be reviewed by the administrators and reported to the executives.
Appropriate arrangements to fix these holes will be made collaboratively.
To ensure the secure handling of information, all users have to be made aware
that he should never share sensitive information. In order to achieve this goal, a
detailed information security document will be created that has to be read by
everyone that wants to use the BYOD service. The awareness will be tested by
the direct supervisors of every staff.
5.1.9 Supplier Management
With the implementation of the new BYOD service, a number of new suppliers will
be needed. They will provide all software needed and described in the GAP
analysis. All contracts will be initially negotiated by the administrators and
reviewed by an executive before establishing a contract. All contracts will be
stored in the supplier contract database. Administrators will be assigned and
given responsibilities managing end of term reviews and renegotiations for each
assigned contract.
19
5.2 Service Design: File Sharing

The second service as introduced in section 4.0 is a new corporate level File
Sharing service. Terra Firmas current file sharing solution has been identified as
out dated and unable to meet the high demand that is associated with the
companys rapid growth. In addition, Terra Firmas current solution only supports
file sharing on a departmental basis. This newly proposed corporate file sharing
service will increase the integration of employees between departments and
different sites. The intention for this change is to allow employees to share
project documents between different departments.
5.2.2 Business Requirements
The different business requirements of the new service are shown in the table
below.
Priority
Description
Share Files inside Terra Firma
Must Have
Access
files
from
mobile
Devices inside Terra Firmas
network
Access
Control
and
Authorization for folders and
files
Must Have
Data encryption option
Must Have
Cross department document sharing

should be possible.
File access should also be enabled on a
mobile device inside Terra Firmas network
to increase productivity.
Every user should have control about
who is able to access his files. That will
contribute to the overall security and
effectiveness of this service.
Files should be encrypted to ensure a
high level of security.
Share Files with Terra Firmas

Costumers
Must Have
Single Sign On
Preferred
Integration with Terra Firma

current Email system
Preferred
Access files on mobile devices

outside of Terra Firma
Preferred
Share large files (> 1 GB)
Optional
Must Have
Files
like:
Product
documentation,
software updates and security updates
should be able to be shared with
costumers.
To increase the usability of the system
the user should be automatically
authenticated.
If a file or folder was shared with a
specific person or group, notification
information should be send by Email.
To increase the productivity of Terra
Firmas mobile workforce, file access
should also be possible on mobile devices
outside Terra Firmas network.
Some employees requested a feature to
share very large files.
Table 17 Business Requirements

Next to the business requirements some service packages associated with the
service are ensuring that each package has associated utility and warranty. By
providing this separation we maintain a high level of customer satisfaction while
reducing costs and complexity.
20
For service level packages have been defined, that have been separated based
on several different user profiles inside Terra Firma. Exhibit 4 shows a high level
overview of the four proposed service level packages.
SP2
All Terra Firma Employees
9am-17pm Support
Help Desk
SP1
Terra Firma Customers
24/7 Support
Tech Support
SP=Corpor
ate File
Sharing
SP4
IT Support Department
Access control
User adminstration rights
SP3
Engineering Department
Share large files (>1 GB)
Daily Backups
Data Recovery
Exhibit 4 High-Level Overview of Service Level Packages
5.2.3 Detailed Requirements

We already outlined the business requirements of this new service. In this section
we want to list some more detailed requirements and their priorities. Therefore
we introduce an additional logical separation for functional and non-functional
requirements.
SP1 (Terra Firma customers)
Priority
Functional Requirements
Upload and store files for customers
High
Non-Functional Requirements
High Availability
High
Compliance conform
High
SP2 (All Terra Firma Employees)
Priority
Upload and store files inside Terra
High
Firma
Meets Compliance requirements
Medium
Meets Audit and control
High
requirements
Disaster recovery
High
SP3 (Engineering Department)
Priority
Upload and store very large files (> 1
High
GB)
21
Daily Backups
Extensibility
High
Medium
SP4 (IT Support Department)

Priority
File Access to all Files
High
Access Control and User
High
Management
Daily Backups
High
Table 18 Detailed Requirements Overview
5.2.4 Organizational Readiness

An assessment of the organisations operational readiness must be performed to
ensure current capabilities will meet demands. The current file sharing solution is
scattered throughout a number of different departments inside Terra Firma. As
part of the operational readiness processes several new capabilities are proposed
in line with the SLAs shown in Exhibit 4.
Existing Capabilities
New capabilities
Network infrastructure
Network infrastructure can be reused in

most cases. Upgrade might be necessary if
bandwidth is not sufficient enough
Server hardware has to be replaced with
more capable and scalable hardware.
Server Software can be reused in most
cases (For example encryption software,
user access software and monitoring
software). In case of out-dated and
unsupported software a new licence has to
be purchased.
Training and support material has to be
updated to reflect the new service
Training of employees on the new system
Current File Sharing Servers

Software Licences
Knowledge Management
Help Desks
Table 19 Detailed Requirements Overview
5.2.5 Performance Measurement
SLA
SP1
SP2
SP3
SP4
Download Speed
Upload Speed
Availability
Support Response
Time
>200kbs
>100kbs
99%
< 1 minute
>500kbs
>200kbs
98%
< 3 minutes
>1mbs
>500kbs
97%
< 3 minutes
>10mbs
>1mbs
99%
< 1 minute
Table 20 Proposed Measures
22
To measure the performance of the new File Sharing solution a SLAM chart has
been developed. The chart includes the expected measures that will need to be
fulfilled to ensure the services success.
Average
Downlo
ad
Speed
Average
Upload
Speed
File
access
errors
Service
Availabi
lity
Janu
ary
Febru
ary
Mar
ch
Apri
l
May
June
July
Aug
ust
Septem
ber
Octo
ber
Novem
ber
Decem
ber
Realit
y
Goal
Reality
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reality
Realit
y
Goal
Reality
Reality
Goal
Goal
Realit
y
Goal
Realit
y
Goal
Realit
y
Goal
Reality
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reali
ty
Goal
Reality
Realit
y
Goal
Realit
y
Goal
Realit
y
Goal
Reality
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Reality
Goal
Goal
Goal
Goal
Reality
Goal
Reality
Goal
Goal
Goal
Reality
Goal
Reality
Goal
Table 21 SLAM Chart
5.2.6 Capacity Plan

As this service will increase the cross department collaboration it is important
that support is always available. We will provide a 24-hour global technology
support hotline. In additional we will have qualified IT staff that assists users in
case of problems or questions.
Personal: During the main office hours a Help Desk with dedicated IT staff will
provide additional IT Support on side:
1 IT Administrator for more complex technical problems

4 IT Support staff for questions and simple problems
Non-personal:
Redundant server infrastructure in case of emergency
5.2.7 Availability Plan

The availability plan addresses the ability of the new service to perform at an
agreed level over a period of time. Therefore several different factors such as
Reliability, Maintainability, Serviceability, Resilience and Security were
considered.
Reliability: File sharing servers will be monitored with analytics software to

verify that the service performs to expected standards under high
workloads.
23
Maintainability: In the event of server problems, a bug tracking system will

be put in place which will track the time it takes from raising a problem to
solving it. This will give developers and project staff useful insights about
the maintainability of the service. Data will be collected and used to
further improve service to users.
Serviceability: IBM has been selected as an external supplier for hardware

infrastructure. The working relationship will be closely overseen and their
ability as an external supplier to replace hardware components in case of
failure will be regularly assessed.
Resilience: Resilience of the service will be ensured through the use of

redundant server components deployed at different locations. The goal is
to guarantee that key functionality is still available even in cases of partial
systems failure. It is the intention of this system to eliminate or minimize
the single point of failure (SPOF) components that currently exist within
Terra Firma.
Security: The new file sharing solution will ensure confidentiality, integrity,
and availability of Terra Firmas data. The ISO/IEC 27000 series of
information and security management will be put in place and will serve
as the basis for secure data management within this service.
5.2.8 Security Plan

The changes to the File Sharing service will enable users to share sensitive
information across different departments. It is therefore important to ensure that
the data will be secured and managed appropriately. In addition to the
introduction of ISO/IEC 27000 series standards to bolster security a number of
other scenarios have been assessed.
A list of three major security scenarios has been identified:
A physical attack on the server:
Prevention: Highly secured server location with access card and

security staff
Prevention: Data is encrypted and distributed in different regions
An internal attack or a scenario where Terra Firma employees attempt to gain

access to confidential files:
Prevention: Manual and automated log monitoring

Prevention: Software that monitors file access to detect unusual
behaviour
Any attacks that occur from outside of Terra Firmas network:
24
Prevention: Firewall to protect attacks from the internet

Prevention: Automated IP blocking after to many invalid login
attempts
Prevention: Usage of VPN in combination with hardware security
tokens
All possible security breaches or attempts for unauthorized access we will be

reported directly to an information security representative. In addition, a report
that contains all security relevant information will be created on a weekly basis.
This report will be circulated among all relevant stakeholders with work items
being created for priority items that could adversely affect the company. If
vulnerabilities are exposed in security reviews, a change will be triggered and
actioned by the relevant employees assigned by management staff.
5.2.9 Supplier Management
To ensure a smooth transition from the old file sharing service to the new one we
identified two potential partners who can support with essential tasks during the
transition stage.
The first key partner identified is management consulting, technology services
and outsourcing company Accenture. Their expertise with similar ICT projects can
be helpful for the transition process of the service. Besides their management
consulting expertise they can also offer additional support with implementation
work as they have access to highly qualified IT professionals.
The second identified partner that was chosen is IBM. The new service proposed
requires a significant investment in hardware and software to implement the new
file sharing solution. In addition to this, IBM can also offer a wealth of knowledge
that will be needed to implement an efficient and scalable solution.
After the transition phase maintenance and supporting tasks will be handed over
by partners and be conducted in-house. Therefore Terra Firma will be able to
ensure that both partners contribute to knowledge transfer sessions and
adequately close out the transition phase.
6.0 Transition New IT Services

The ITIL process prescribes a number of activities that help guide and effect a
transition from an existing system or situation to the intended end state. The two
newly proposed services in section 4 and 5 will require a number of transition
activities to allow the system operate effectively. Therefore, a number of analysis
activities which have gathered the necessary information to allow these services
to be put into operation smoothly and effectively.
6.1 BYOD (Bring Your Own Device)

As stated in section 5.1, BYOD is a new service intended to increase
25
collaboration, productivity and employee satisfaction within Terra Firma. This

service will make use of employees personal Mobile Phones, Tablets and Laptops
allowing them to connect to Terra Firma networks either at home or at the office.
The service as established in section 5.1.1 will allow users to access to not only
the Terra Firma network but a number of Project Management Systems, work
documents and various applications relevant to their occupations. Another facet
of this service would be the updating of several core business systems within
Terra Firma, allowing users to access systems from their personal devices.
Systems such as Issue Tracking, Videoconferencing and Help Desk services are
some of the proposed candidates for modernization.
6.1.1 Request for Change
In order to begin transition activities a number of core issues must be addressed.
Therefore, to address these issues, a 7Rs approach has been adopted. The 7Rs
prescribes the use of a number of basic questions in regards to the request for
change. The questions include, who raised the change? What is the reason for
the change? What is the return required from the change? What are the risks
involved in the change? What resources are required to deliver? Who is
responsible for its phases? Finally the relationship between this change and other
changes must be answered? (Chan, 2014)
Who Raised the Change?
Marvin Keats and the Terra Firma business analyst team would serve as the initial
triggers for the RFC process.
What is the Reason for the Change?
There are several reasons that have made this change important to Terra Firmas
business goals:
There are several capability gaps that have been identified in Terra Firmas
existing systems. Only basic systems for accessing corporate applications
with mobile devices are available. Wider accessibility to all staff was
identified as a way to improve productivity and increase worker
involvement. This is seen as an opportunity to capitalize on increasing
computing power of employee personal devices and help engage
employees with flexible working arrangements and access to Terra Firma
systems.
Tasks to complete this change would overhaul a number of aging systems

bringing several of the 200+ corporate applications in production up to
date. This is as a necessary step in the modernisation of Terra Firma
corporate systems. Additionally, new functionality may allow some of
these applications to be consolidated under one system.
An organisational need has been created from the recent failure of a

network router in Terra Firma. Updates and carefully considered
investments in IT in innovative solutions are needed to align IT goals to
26
business. An incident similar to the one that occurred earlier this year,
cannot be allowed to occur.
What are the Returns required from the change?
Several tangible and intangible benefits are anticipated from the RFC if it is put
into effect. These identified benefits have been detailed below:
A consolidated access point for all staff regardless of location. This will
result in ease of access to Terra Firma systems for all staff. Additionally,
staff working off site will be easily able to access work critical systems
resulting in productivity gains. Staff in contact with local and international
offices will be able to provide the necessary information for managers
allowing them to assess situations and make informed decisions.
The service will allow staff to operate in a flexible and access corporate
systems outside the office. It is anticipated that staff morale and
involvement will increase due to employees being able to contribute
regardless of location. Additionally, should a staff members personal
situation prevent them from accessing a local office alternative
arrangements could be organised to allow a work-from-home either from
a personal computer or laptop.
An estimated increase in Net Income of 157 million NZ$ over 3 years

(based on ROI calculations conducted in Table 8).
An established formal policy of mobile devices within Terra Firma.
What are the Risks?

There are a number of risks associated with a change of this scale. Analysis
activities performed on Terra Firmas current systems and capabilities versus
commonly associated risks with BYOD has revealed the following risks:
Security intrusions both internal and external are an important. Employees

whose personal devices have been Jailbreaked could unknowingly affect
the network with malicious software (Westervelt, 2013). Additionally,
viruss that infect users mobiles, tablets and laptops could impact internal
systems, if security is not adequately managed.
There is a possibility for loss of revenue if staff members do not adopt the
new BYOD service with their devices. There is no guarantee that this tool
will be fully adopted by staff within Terra Firma. Whilst training and internal
advertising will make employees aware of the system, uptake is always a
prevalent risk.
Poor optimisation. With a large number of mobile phone operating systems

and even more versions to each, there are compatibility risks which could
adversely affect the service. In addition to this, employees maybe using
multiple OSs on their laptops with Mac OSX, Windows 7, Windows 8 and
27
Linux being the most common. If poor optimization issues were to occur,
systems may inadvertently fail due communication issues.
These identified risks will need to be monitored over the duration of the project.
It is imperative to the services success, that information regarding the service is
distributed among staff, security protocol and standards are maintained and
enforced and that the development cycle accurately captures the technical
requirements of each device baseline established in configuration management.
By doing this, the above identified risks can be mitigated and managed through
the services lifecycle.
What are the Resources required to deliver?
For the first 3 years, an investment of 60.2 million NZ$ would be required. As
stated in Table 7, the cost per device and cost per employee will be roughly 6000
dollars per person. However, due to the adoption of mostly personal devices, a
large number of these devices would already be purchased or owned by the
employee.
In addition to this financial investment a number of personnel will be required to
perform work on the service. The identified resource staffing requirements are
listed below:
A project manager will be required to manage transition activities
A project sponsor will also be required
The 5 business analysts who completed this report
Two teams of 6 technical staff (Programmers, Software Engineers etc.)
A BYOD Subject Matter Expert
2 Administrators and 5 support staff as established in 5.1.6 for post project

support
Currently, these staffing requirements would act as a baseline, as it is likely

more/less staff will be needed over the duration of the transition.
Who is Responsible for the change?
There are several parties responsible for various aspects of the change. These
have been listed below:
Project Manager: Marvin Keats. As the trigger for this RFC, Marvin Keats
would be responsible for the overseeing the transition and development of
the service.
Project Sponsor: Stephanie Clark. As the senior staff member for the IT
department, Stephanie would sponsor the project and provide reports to
the board of directors on progress. It would be her responsibility to ensure
28
that adequate progress is made with the solution.
Board of Directors would be responsible for project oversight, releasing

funding to Stephanie Clark when milestones are met
The business analyst team who completed the report would help devise
the execution of the project, assist with planning and monitoring activities
and support technical staff with detailed design specifications. It would
also be this teams responsibility to produce an adequate governance
framework for BYOD, ensuring that fair-use is established and
communicated to involved parties within Terra Firma. Both the analyst
team and technical staff would be responsible for creating user and
support staff manuals.
The two teams of technical staff would perform two different functions.
Team 1 would perform the necessary updates to core systems

within Terra Firma (Calendar functionality, Project Management
Systems etc.), ensuring that core corporate applications would be
ready for BYOD use.
Team 2 would provide BYOD specific functionality. Back-end

infrastructure including hardware would need to be sourced,
implemented and tested to ensure users can access Terra Firma
networks easily.
Both teams would then be consolidated at the end of the

development cycle and provide development support for up to 12
months.
Both teams would also be responsible for liaising with the business
analysis team to produce user/support manuals
Technical team would be responsible for handover to Capacity Plan

staff
BYOD SME would be responsible for providing both analysts and technical
staff with information regarding BYOD systems and their construction.
The listed responsibilities are an accurate representation of the scope of each

individual project unit within the BYOD services transition. Each party will likely
have several changes for their responsibilities once activities are underway.
These would be administered with structured meetings ensuring that changes to
individual responsibilities and accounted for factored into progress reports. It will
be important that all information is communicated upstream to the executive
level, ensuring that major changes are known.
What are the Relationships with other changes?
The File Sharing System will have a strong relationship with the BYOD service.
29
This is due to the nature of the changes within the File Sharing service. File
sharing, will provide a number of functional benefits to BYOD. Exhibit 5 shows,
that access granted to employees for other departments files, will enable a read,
write and delete access, which will have a flow on effect to BYOD. The File
Sharing services will also have mobile phone elements, which will undoubtedly
be borrowed from functionality implemented in BYOD.
Router Failure
File Sharing
Grant access to other dept. Read, Write and Delete
BYOD
Synchronization
Project Management Systems

Terra Firma core business applications
Exhibit 5 Change Relationship Diagram
Finally, the router failure has also been captured as a key relationship between
the two services. This has been captured to highlight the trigger for both the
services creation. It has also been captured as it illustrates Terra Firmas
response to the incident.
6.1.2 Transition Plan
In order to effect a successful transition, the anticipated timeline for the change
has been charted as well as the planning and monitoring activities that will need
to be implemented. Without these activities, the success of the transition could
be severely hampered. The below sections deal with the prevalent areas that
will need to be administered for a successful transition,
Anticipated Timeline
The anticipated that 1 year and 6 months will be required to complete the
project. Refer to Table 22 for the estimated timeline for the project.
Task
Duration Start date - end Notes
date
Initial Scoping
1 Month
20/6/2014
- Define the scope of the
20/7/2014
changes
and
the
effected components.
Creation of Project 2 Months
21/7/2014
- Define in detail the
Documentation
21/9/2014
execution of project
activities
over
the
SDLC.
30
Creation of BYOD 2 Months

fair-use policy
Programming Mobile Up to
Friendly
Corporate Months
Applications
BYOD
activities
Back-End 5 Months
Testing
1 Month
User Manuals
1 Month
Training
and 2 weeks
implementation
Post Project Support 6 Months
Planning
Monitoring
and N/A
21/7/2014
21/9/2014
6 21/9/2014
31/3/2015
21/9/2014
21/2/2015
1/3/2015
1/4/2015
1/03/2015
1/04/2015
1/04/201515/04/2015
15/05/201515/11/2015
N/A
- Define in detail the

rules
governing
employee/external use
of BYOD within Terra
Firma.
- Technical
staff
will
agree upon and create
mobile friendly versions
of core Terra Firma
business systems and
Project
Management
Systems.
- Creation and sourcing
of back-end hardware
and supporting software
(databases,
BYOD
integration software)
- Test
completed
components.
- Create User Manuals for
staff and support staff
Distribution
and
awareness efforts.
Auxiliary
activities,
supporting
the
implemented product.
Ensuring
system
performs to specified
targets.
Will occur over the
duration of the project
Table 22 Estimated Timelines
A large amount of time has been allotted to programming and BYOD back-end
activities. This has been done to ensure that any and all complications can be
dealt with during the allotted time frame. If time is saved, it will be used to
increase the amount of training and implementation activities that are performed
within the company. Initial scoping has been given a significant time frame as
well, to ensure there is consensus among the various business areas about which
corporate applications will be mobile accessible. In addition to this, a significant
portion of time has also been allocated to Post Project Support. This has been
done to ensure that any issues that can occur with any mobile/desktop OSs can
be handled and monitored.
Planning and Monitoring of Transition Activities

Marvin Keats would manage and oversee the project team assisting in the
creation of scoping documentation, project documentation (including BYOD fairuse) and post project support. Service transition would also be managed by
Keats and overseen by Stephanie Clark who would provide quarterly reports to
the Board throughout the entire process. The project would be monitored through
tri-weekly Agile SCRUM style meetings where each group for their respective
31
phases would communicate any issues encountered. For each week, meeting
minutes would be taken which would comprise progress reports.
For these progress reports a fortnightly meeting would be conducted between
Marvin Keats, Stephanie Clark, BA team leads, the BYOD SME and the technical
team leads detailing the progress of the project. This would serve as input to
quarterly reports to the board. Based on these quarterly reports the board of
directors would allocate resources. This reporting structure would help ensure
milestones were met. This would mitigate over spending and ensure that an
appropriate work-around be in place should the solution run off track.
Serious issues would result in emergency meetings between Stephanie Clark,
Marvin Keats and the employees working on the project. An appropriate plan of
action would be generated to manage such an event. Monitoring meetings would
occur daily until the incident is resolved. A notification at the start of the
emergency and at the conclusion of it would be sent to the board.
6.1.3 Remediation Plan
Should a single piece of functionality or the entire service run into unexpected
difficulties upon introduction, a number of remediation plans would come into
effect. Currently, two possible scenarios have been identified which could cause
the change to fail:
The total solution is incompatible with corporate systems and cannot be

introduced.
A single piece of functionality is found to be incompatible and cannot be

introduced.
For both scenarios, the approach will be to ensure that none of the previous
systems are overwritten without appropriate storage of backups. Additionally,
legacy systems will be operated in a cold-storage scenario, only coming online
should the service fail. Therefore, if when introduced a portion of the service or
the complete service fails, the affected systems will be switched onto their
original functions without BYOD.
This remediation plan could also serve as the basis for some scenarios in disaster
recovery. If this scenario were to eventuate, the entire service would be brought
out of production and the issue traced. Correspondence would be issued to the
affected parties informing them of the event. With such a system,
communication will be key to ensuring any problems are dealt with in a calm and
orderly manner.
6.1.4 Configuration Baseline
As detailed within Table 24 the produced service would have several
configuration baselines. In order to make a change to the entire BYOD system,
the baseline for all applications supporting the BYOD service would need to be
achieved.
32
The baseline for the BYOD mobile systems service would include the first
released working version of each mobile compliant application. For example,
Field Office help desk service would have the first corporate wide release for a
mobile friendly version which would be the acceptable baseline for the
application.
Likewise, the physical systems, standards (most importantly standards governing
use of BYOD) and other supporting infrastructure for each application within the
service would also need to be achieved before a new baseline could be
established.
It is expected, that this would be difficult to achieve. So therefore a formal
project would need to be drafted if major functionality changes affecting the
majority of the applications were desired. Additionally, some systems would be
exempt due to working requirements. This would be assessed on a case by case
basis.
CI #
Configuration Item Name
Configuration Baseline
Type
Configuration Item Description

A
The OS for the Android mobile phone
Android Operating System
Software
Th
offi
4.4.3 KitKat
The OS for the Windows mobile
phone
Windows Phone 8 Operating

System
Software
Th
offi
Version 8.10
A
The OS for the Apple mobile phone
3
Iphone Operating System
Software
Th
offi
A
Build 7.1.1
The OS for the Blackberry mobile
phone
Blackberry Operating System
Project Management Systems
Terra Firma Corporate

Applications
Th
offi
7.
A
Software
Version 7.1.0
Software
The systems governing project

management activities (calendars,
video conferencing etc.)
Th
ite
et
A
Software
The core business systems needed

for BYOD employees to complete
their duties on their devices
Th
ite
et
A
Samsung S4
Hardware
Samsung flagship S4 mobile device
33
Th
is
A
8
HTC One
Hardware
Th
is
HTC flagship phone
A
9
10
Iphone 4 and Iphone 4s
Hardware
Iphone 4 and 4s flagships from

previous generation
Th
is
Iphone 5
Hardware
Apples Iphone 5 flagship device
Th
is
A
Th
ne
11
IBM AS/400 Server
Hardware/Software
Existing network infrastructure.

Operating on a POWER7+ 2012 3.3
GHZ CPU
Al
co
ap
A
Standard Corporate Devices in Terra

Firma including:
12
Terra Firma Corporate

Computers
Hardware/Software
Core I5 Processor Dual Core 3.2 GHZ

4 GB DDR3 Ram
500GB 7200RPM Harddrive
Windows 7
Al
ha
(re
pa
So
(d
sp
A
13 BYOD Fair-Use Policy

Table 24 Configuration Baselines
Documentation
Information describing the Fair-Use of

BYOD within Terra Firma.
34
Th
to
6.1.5 Definitive Media Library and Hardware Spares Information

For any release, it would be expected that complete versions of all core
functionality would be stored for each application within the service. It would be
appropriate to assume that a pre-arranged agreement (with consultation from
major stakeholders) would be arrived upon to prioritise the core services within
the company.
Likewise, it would also be prudent to avoid storing too many working versions of
each application, unless alternative, cheap and quality storage could be
arranged. Failing this, core functionality would always be preserved each whole
version 1.0 2.0 etc. Auxiliary functionality or any applications that are deemed
not critical to company BAU and project activities would be stored for each
complete version with only several previous iterations being stored. A master
copy of each system (version 1.0 as an example) would be stored as a last resort
failsafe.
Lastly, supporting hardware (servers, corporate devices etc.) would be stored as
hardware spares. However, given the nature of BYOD, this issue is less prevalent.
Reference models of the identified CIs in table 24 would also be stored at the
version they were last implemented in. This would ensure a test harness
environment could be simulated if an issue were to occur. Personal devices for
employees however, would not be stored as spares, due to the nature of BYOD,
employees are encouraged to procure and use their own devices for use.
6.2 Corporate File Sharing

Having introduced the design in section 5.2 corporate level file sharing service
this part will outline the implementation of the proposed file sharing system for
Terra Firma and how the transition plan will be developed through each section.
This is in an attempt to modernize the current functioning of the network at the
company. A comprehensive need for the implementation of the proposed file
sharing system is as described by the 7Rs of change management.
6.2.1 Request for Change
Who Raised the Change?
The change was raised by Stephanie Clark, who was the chief operating officer at
the company. The request was done according to RFC (Request for change)
standards.
Change Request
RFC Standard
Number
Requestor
Stephanie Clark
For
Stephanie Clark
35
Exhibit 6 RFC Example
What is the Reason for the Change?

The reason for the proposed change was to modernize the current IT
infrastructure and reduce the effects of network failure like the one the company
had experienced earlier on. This would also enable effective and efficient sharing
of files among the company members and costumers.
What are the Returns required from the change?
The change will bring significant return to the company because it will reduce the
effects of a network failure such as employees not being productive for extended
periods of time. Additionally, the process will enhance effectiveness in the
sharing of files. (See table 25)
What are the Risks?
The risk of not carrying out the change is likely future network failures that will
prevent employees at the company from sharing files. On the other hand,
implementing the change is likely to expose the company to the risk of failure
during system changeover. (See table 25)
Category
Returns
Risks
Production
-Better File Sharing system.
-No one wants to uses the

system.
-Encouraging online processing.
-Security (Inadvertent Release

or Disclosure of Information or
lost of data).
-Extreme bandwidth costs.
Development
-Continual improvement
deployments.
and
Testing
- Users are extremely satisfied

with the service.
-Bugs and configuration errors
are caught before deployment.
General
-Online processing is not

encrypted.
-Any developed add-ons will be
tied to the hardware and
software platforms.
-Lack of IT staff and users
testing the system which leads
to bad configuration.
-Incorrect licenses purchased.
-Decrease processing costs and

increase productivity.
-poor product implementation

-Depend
on
third
party
platform.
-Competitive advantage
other competitions.
-Rely on network availability.
over
-High user satisfaction.

Table 25 Risks
36
What are the Resources required to deliver?

The following required resources are to be used by the new service (File Sharing)
on successful implementation:
Category
Software
Storage
-Database
system.
management
Hardware
Configuration
needed
Server hardware
-Additional disk
space due to more
space required.
-SD cards to be used in

mobile devices
Network
Security
Applicatio
ns
Network
operating
systems such as windows
7, windows server 2008
and windows mobile.
-Software Firewall (built in

the router.
-Antivirus
software
(Windows antivirus file ser
ver network protection)
Easy File sharing software
Various
network
components
including routers,
switches,
Additional
ISP ,
Access points and
Network
Encryptions
hardware
-Hardware firewall
(Router
Cisco
Adaptive security
device 5505)
- N/A
N/A
-Configurations
be made by the
staff.
-Configurations
be made by the
staff.
to
IT
to
IT
Improve
bandwidth
to
handle the load on
traffic.
Configured
staff
by
IT
Configured
staff
by
IT
Table 26 Resources
Who is Responsible for the change?

There is shared responsibility for the implementation of the change. The people
responsible include:
Steering Committee
Chief operating officer
IT staff and IT management at the company
Subject matter experts (users of the proposed system)
What are the Relationships with other changes?

Finally, this change has a close relationship with other changes at the company.
The implementation of a file sharing system will affect the way employees at the
company carry out their activities. The employees will be able to share files more
effectively and thereby increasing the overall productivity of the company.
37
6.2.2 Transition Plan

In order to reduce the effects of the risk of failure, a parallel changeover will be
used in transiting the service.
Tasks:
The tasks involved in the implementation include:
Planning
This involves the determination of various aspects of the project which include
estimating costs needed, the personnel needed to carry out various tasks and
assessing the feasibility of the entire project economically, financially and
technically
Designing of the new system
This involves determining the manner in which various components will be

placed on the network in order to give the required output. This includes drawing
of the architecture to be used on the network and how various components will
be connected to each other.
Purchasing and testing of the required resources
This involves buying all the required resources which include both software and
hardware resources. The resources would then be tested if they are working as
required.
Implementation
The design would be implemented in order to attain the required file sharing
functionality.
Testing
After the system is implemented, it is tested to ensure that it attains the required
functionality.
Training
Users should be trained to ensure that they are familiar with the operations of
the file sharing system.
Deployment
This step involves availing the completed file sharing system to users.
System documentation
This involves writing down all the steps used on the file sharing system from
planning to deployment.
38
Timelines:
The below timeline will be used in the implementation of the above tasks.
Task
Duration
Planning
1 month
Designing of
new system
Start datedate
20/6/201420/7/2014
the
2 weeks
21/7/20143/8/2014
Purchasing
and
testing
of
the
required resources
3 weeks
4/8/201425/8/2014
Implementation
1 week
26/8/20142/9/2014
Testing
2 weeks
3/9/201416/9/2014
Training
3 weeks
Deployment
1 week
17/9/20146/10/2014
7/10/201413/10/2014
Documentation
Througho
ut
the
entire
process
end
Notes
Determining
the
techniques to ensure
smooth transition
Involves
determining
the
connections
for
various components
Involves ensuring that
all required resources
are
available
and
working as expected
Involves interpretation
of the design to attain
actual system
Entails confirming the
functionality
of
the
system
Familiarizing users with
the system.
Availing the system to
users for use
Keeping a record of the
various aspects of the
deployed
system.
Usually
takes
place
throughout the entire
transition process.
Table 27 Timeline
Roles and responsibilities:

The following are the various roles that will be undertaken by various people
taking part in the project:
Project manager- Will be responsible for planning overseeing the entire
transition of the current system to the proposed file sharing system. The
manager is the personnel responsible for ensuring that the team members
accomplishes the above tasks as scheduled in addition to evaluating the
deliverables at every stage for accuracy.
System designers: These are responsible for coming up with the entire
architectural design of the proposed file sharing system which includes
determining the locations of file servers and other network components such as
switch cabinets.
Project team: The team members are responsible for carrying out tasks under
the instructions of the project manager. The activities include the purchase and
testing of required resources, implementation of the design, testing and
39
deployment.
Trainer: The work of the trainer is to ensure that all employees at the company
are well conversant with the functioning of the proposed file sharing system
through training.
6.2.3 Remediation Plan
There are two probabilities for the file sharing system. The system might be
successful or unsuccessful. In case the project is not successful the following
actions will be taken.
One of the actions is that all devices will be reverted to their configuration
baselines. These will be checked for possible causes of failure. While this is
getting accomplished, the workers will use secure online file sharing systems
such as Dropbox. Additionally, the inbuilt file server application present in
windows server 2003 can be used. In case the mobile devices fails to access the
file server, only computers will be used for file sharing purposes. (See table 28 a
remediation plan check list).
In case of successful roll-out
In case of unsuccessful roll-out
Check all system and services after

deployment which are linked to the
new service (Monitor new system
carefully).
Inform all users of the new changes
been added (providing a document of
the new changes is essential) .
Customer
service
available
on
requested 24/7 Online or by Phone.
Keep the current system running and

monitored.
Have a phased deployment.
Test each phase before proceeding to
next phase, in case of complete failure
stop roll-out at that phase and provide
an IT report of why the phase was
unsuccessful.
Table 28 Remediation
6.2.4 Configuration Baseline

CI
#
Configuration
Item
Routers
Configurati
on
Baseline
Type
Hardware
Configuration
description
item
This device is used in

forwarding data packets
between
multiple
networks
Baseline Requirements
Cisco
Adaptive
security
device 5505.
Has
a
firewall,
IPsec(Encryption packets ),
VPN, antivirus, Antispam and
anti-phishing software
40
Switches
hardware
Server
operating
system
End-User
Computers
software
Client operating
system
software
4
5
Hardware
Documentation
6
Cisco catalyst 3750 switch

Windows server 2008 or later
RAM
at
least
2GB
recommended.
HDD space, at least 160 Gb.
At least 2.0 Ghz speed
Windows 7( 32 or 64 bit)
Should have:
All
system
functionalities
including
screen
shots,
Procedures for sharing and
viewing shared files and
security requirements
At least 1 Gb RAM.
Should
be
capable
of
supporting
the
following
wireless
standards:
802.11b/g/n, 802.11a and
802.11ac.
Mobile devices
hardware
users can access file

sharing service using
these devices
Mobile devices
operating
system
File
sharing
server software
software
Operating system to run

on mobile devices
Windows mobile 6.5 or later

operating system
software
server
software
application to enable file
sharing anywhere
Easy File Sharing Web Server
This device used in

joining network devices
together
Software
to
support
server applications such
as the File server.
Computers that will be
used by the staff and
customers to access the
file servers
Operating
system
running in computers of
users
set of guidelines for the
fair use of the proposed
file sharing system
Table 29 Configuration Baseline
6.2.5 Definitive Media Library and Hardware Spares Information

Various types of information will be included in the definitive media library and
hardware spares pertaining to the proposed file sharing system. This information
will include:
The file sharing System images: these refer to the setup files used in the
installation of the file sharing system (Easy file sharing web server).
Security patches that may be needed by the system. This includes all
patches for both the file sharing system and both the client and server
operating systems.
Documentation containing all the devices on the network together with

their internal configurations. The documentation standard to be used is
the ISO 6433:2012 which entails documentation of the various parts of
network devices. This will also include other data about the file sharing
system and supportive software such as operating systems and anti-virus
software. Examples of this information include license keys and versions.
41
7.0 Preparing for Operation of the New IT Services

7.1 The Service Desk Model
The Service Desk is a function of the Service Operations and is the contact point
for users and is the frony end of the Service Operations processes; the event
management, incident management, problem management and request
fulfillment. A Service Desk in a company is a single contact point for end-users
who need help with IT problems. A good Service Desk can lead to higher
customer satisfaction because of ease of accessibility, better knowledge
management and higher quality of support. Having a Service Desk does not
mean that the Service Desk is solely responsible for solving IT problems, it can
escalate incidents to higher level support however the Service Desk will always
be the owner of the incident and be responsible for tracking the progress,
keeping the user up to date and ultimately closing the incident (Office of
Government Commerce, 2007).
In the case of Terra Firma for PC support there are three different kinds of
helpdesks in place, the Corporate HQ helpdesk, Regional HQ helpdesk, and the
Field Office helpdesk. Each helpdesk also has different functions in supporting
end-users and there is a hierarchy, for higher-level support the Field Offices have
to contact the Regional HQ. The Corporate HQ helpdesk concentrates on
supporting the infrastructure, network and applications. This shows that with
Terra Firma there is no Service Desk in place. To improve the IT management in
Terra Firma establishing a Service Desk would be an improvement.
To establish a Service Desk it has to be decided what kind of Service Desk should
be put in to place. There are three different Service Desks, local Service Desk,
centralized Service Desk and the virtual Service Desk. A local Service Desk would
be a physical Service Desk at each location, a centralized Service Desk would be
one Service Desk for multiple locations, in the case of Terra Firma this could be
seen as having on Service Desk for the offices and plants in the Asia region and
the last is the virtual Service Desk where there is no physical desk but through
the help of internet and phone there is a Service Desk that is available 24/7. This
Service Desk can be in different geographical locations, so for example if a
customer in Australia calls in the middle of the night they will be connected to a
Service Desk in Europe as it is still day there and they are still working. In Figure
1 a graphical representation of each the Service Desk can be found.
Figure 1 Local, Centralized and Virtual Service

Desk (Office of Government Commerce, 2007)
Since Terra Firma is expanding and becoming an international company with field
42
offices and regional HQ in every continent it is important to build a decent

Service Desk to support all the users. The best option for Terra Firma would be to
implement a Virtual Service Desk. It could then be decided to use the current
regional HQ as places to locate the Service Desks, this way employees of the
Service Desks are able to work during normal office hours and if someone from
the region calls outside the office hours they will be connected to the HQ of
another region where it is still day, the so called follow the sun service (Office
of Government Commerce, 2007). It is important to implement a proper
database for all the Service Desks making sure that the information of users is
adequately stored and another region can access information about users from
the other regions easily. The Service Desks would change the current helpdesk
currently in place, first it would eliminate the Field Office helpdesks and at the
regional HQ there has to be IT support staff dedicated to the Service Desk, these
could be third party IT support staff. They dont necessarily have to be IT
specialists as they are only a first contact point, but they should be able to solve
small IT problems and have to be customer friendly. By having the Service Desk
at the regional HQ it is also possible for the Service Desk to have easy access to
the 2nd line support as IT operations staff is present at regional HQ, this will lead
to easier and better escalation of problems to the 2nd line as communication
lines are close.
To summarize the Service Desk will be located in Singapore, Brussels, Chicago
and Wellington and staffed by a dedicated low level IT support staff, the second
line of support will be the IT operations staff of the regional HQ and the
Corporate HQ. Customers can reach the helpdesk by phone, website or email
24/7 and it will always be tried to connect them to their own region first. Each
Service Desk will share the same database making communication and taking
over customers easy. In this way Terra Firma will be able to support their
customers 24/7 which is especially necessary with the new services like Bring
Your Own Device which also supports working at home more.
7.2 Revised IT Service Management process

For Service Operations to work in an efficient way it is important to have an IT
Service Management (ITSM) process in place. The current ITSM process of Terra
Firma is not complete yet, it only consists out of request fulfillment. It is missing
some crucial processes which should be included; these processes are
management of unsuccessful roll out of new services, event management,
incident management and problem management. These processes will now be
described and explained where they should be incorporated in the ITSM process.
7.2.1 Unsuccessful roll out of services
As stated before there are two new services that are suggested to introduce to
Terra Firma and as with every new service that is introduced it could be that the
service is unsuccessfully rolled out. In the current ITSM process this is not taken
into account. To establish a sound IT service management process it is as always
a risk that a service is rolled out unsuccessfully and that the service might have
to be withdrawn. In the current processes there is two activities connected with
43
the roll out, after the decision is made that a global roll out is needed there is the
activity coordinate with regional offices and rollout solution globally and if no
global roll out is needed there it the activity Targeted rollout for specific end
users. This shows that an unsuccessful rollout is not taken into account at all.
Some extra activities are needed in the ITSM process to solve this problem. This
new process can be found in Figure 3, and show the current process. The new
process shows that the rollout is divided in phases and at every phase if its not
successful there is the opportunity to stop the rollout and roll the implementation
back. Rollout will now not happen as a big bang anymore as it was at first but is
phased.
Figure 2: Current ITSM Process
44
Figure 3 New rollout process
7.2.2 Event Management
Event management ensures that events are detected and determine appropriate
control actions. Event management monitors all the events that occur
throughout the infrastructure and it will monitor them to assess if they are
normal events and detect exceptions and escalate them (Office of Government
Commerce, 2007). Five activities are involved with event management,
detection, categorization (informational, warning and exceptional), correlation,
response and review. These activities should also be included in the ITSM process
of Terra Firma, the process of event management can be found in Figure 4. This
current process has its own start event and should be placed in front of the
current ITSM process as this is purely based on request fulfillment.
As an informational event only signifies regular operations it is not necessary to
correlate this event, it only needs to be logged. In case of an warning event it will
not disturb the current processes but it does give a sign that something might be
wrong, so in this case it is necessary to correlate this event and investigate if
there have been similar warnings. In the case of exceptional it means that
something exceptional has happened and that there is a problem, so it is
necessary to escalate this to problem management.
Figure 4 Event Management
45
To give a better insight into event management we will give one example for
each of the new services explain what happens when a warning event is
detected. First the file sharing service, for example a warning comes in that the
server needs to multiple tries before successfully syncing a document. This event
will be detected and will be categorized as a warning event. The next step is
correlation, if this is the first time this warning has been detected the warning
will be logged but the IT staff will probably not respond, the review will be short
and the event will be closed. However if this warning has been happening more
often in the last hours or days the IT staff will respond by starting an
investigation about the cause and will escalate it to the specialists, the event will
be logged and the users will be kept up to date. When it is solved the response
will be reviewed if it happened in time or if it could have been signaled earlier.
After that the event will close.
In case of the BYOD a warning event could be that a user cant log in to the
network, when the event is detected as warning event and the IT staff will
correlate the event by looking if this has happened more often to the users and if
it has happened to multiple users. Depending on the correlation with others it
will give the appropriate response. It could be that the user has no access than it
will be escalated to access management, or maybe the users password is wrong
and then it just needs to be reset. After the response and the logging of the
event, the IT staff will review the response and close the event.
7.2.3 Incident Management
Incident management concentrates on incidents. Incidents are unexpectedly

degraded or disrupted services to the users.
The objective of incident
management is to solve these incidents as fast as possible to minimize the
impact on business processes and thereby ensuring that best possible levels of
service quality and availability are maintained (Chan, 2014). Incident
management consists out of 8 activities, identification, logging, categorisation,
prioritisation, initial diagnosis, escalation, investigation and diagnosis, and
resolution and recovery.
In the case of Terra Firma incident management is also not present in ITSM
process. In Figure 5 Incident management processes is graphically presented as
it should be included in the ITSM process. Incident management is triggered by
users and that could be in different ways. For example an event with the File
Sharing Service could be that one of the servers breaks down, this could be
detected by users calling that they cant access the server anymore. The next
step will be to identify the incident which would happen over the phone in this
case and log the incident, next the incident is categorized, and it will be
categorized as a serious event as it has a high impact. Next step will the
prioritisation, the prioritisation in this case would be high as it disrupts the
current business processes severely. Next step is the initial diagnosis, in the
initial diagnosis it will be determined that the server breakdown is the cause of
the users problem. The matter will be escalated to the IT specialists responsible
for the server; they will do the further investigation and diagnosis and update the
Service Desk, after that the resolution and recovery will take place and the
Service Desk will update users that the system is up and running again.
46
Figure 5 Incident Management
7.2.4 Problem Management
The last of the processes of Service Operations that is missing in Terra Firmas
ITSM is the problem management. Problem Management is concerned with
finding the root causes of the incidents happening, especially when this are
recurring incidents or incidents with a high impact. It also concerned with finding
workarounds for incidents that cant be prevented. As with incident management
the main goal is to minimize the impact of problems on the business processes.
It consists out of nine activities: detection, logging, categorization, investigation
and diagnosis, workaround, raising a known error record, resolution, closure and
major problem review. Figure 6 shows the process flow of problem management
as depicted by (Office of Government Commerce, 2007). This clearly shows that
there are multiple ways for problems to be detected. In Figure 7 the process flow
has been converted to a process model to fit in the ITSM process and which is
consistent with the other processes is described so far.
47
Figure 6 Problem Management Process Flow (Office of Government Commerce, 2007)
Figure 7 Problem Management
Looking back at the incident of the server breakdown, the solution of that
incident was to restart the server as it was powered of for some reason. It could
be that the server breaks down an hour after is has been restarted, this would
48
suggest a problem. The Service Desk escalates this problem to the Problem
Manager; he will start the process of Problem Management. Problem
Management will investigate the reason of the power down of the service and
will try to find a solution to prevent this from happening again.
The processes in the Service Operations are often all connected with each other.
An event can become an incident and incident can become a problem. Incident
and problems can negatively affect the business processes. No firm wants this to
happen, this is why it is so important for a firm to have their ITSM processes
written down in a structural and complete way as this will improve the Service
Operations of the firm.
8.0 Continually Improvement Strategies

In this section a 7-step improvement process is proposed for the new corporate
File Sharing service. It will focus on aligning and realigning the services based on
the changing business needs of Terra Firma. The process will therefore identify
and implement improvements to support the companys business processes. The
goal is to adapt to new changes, improve operational and process effectiveness
as well as cost effectiveness. The CSI Improvement Process defined by ITILv3 is
shown in Exhibit 8 and is the process that will be adopted within Terra Firma to
help increase IT/Business Alignment.
1. Define what
should be
measured
7. Implement
corrective
action
2. Define what
will be
measured
6. Present and
use
Information
5. Analyze the
Data
3. Collect the
Data
4. Process the
Data
Exhibit 8, Continual Service Improvement Process (ITILv3)
The CSI ITIL process has been selected for the benefits it can provide to service
generation, development, transition and operation. By employing this process,
issues that would typically lead IT services to become unaligned with business
goals, would be avoided.
49
8.1 7-Step Plan for Improving One of the New IT Services

Description
Step
Define what
should be
measured
Define what
will be
measured.
What can we
measure
Collect the
data
Process the
data
Analyse the
data and
information.
Overall the quality of the new file sharing service should be

measured. Therefore the user satisfaction of the new service
in comparison to the legacy system can be measured. Also
we want to introduce quantitative measurements that will
show us how well the new service is delivered.
For our new file sharing solution we want to collect general
user feedback from power users (Users who will use the new
services more than 5 times daily). Also we will measure
quantitative data like average download and upload speed.
Our new file sharing solution requires user authentication
and is integrated into Terra Firmas user authentication
system. We will be able to query this data to get insights
about who is using the service regularly. We will email a
short survey to the top 10% users to capture their feedback.
Also we will be able to measure average download and
upload speed with diagnostics software installed on the filesharing servers.
We will collect the user feedback with an automated
software tool. The quantitative data will be collected with an
analytics system.
Most of the user feedback data can be processed with
automated rating tools. Free text user feedback will be
processed and inserted into human readable files (Word
document), so it can be passed on to the qualified personal.
Quantities data will be processed in regards of validation and
data relevance with analytics software.
User Feedback data will be analysed from qualified staff and
evaluated.
Quantitative data will be analysed with analytics software.
Present and
use the
information.
The user feedback report together with the generated Report

from the analytics software will be presented to the Senior
Management.
Implement
improvement
Possible faults of the service that have been identified will be

implemented and integrated into the next rollout plan.
Table 30 7 Step Plan for IT Service improvement
Service Measurement for the new File Sharing service:

As recommended in ITIL several types of metrics (Technology, Process and
Service metrics) will be collected to support CSI activities:
1.) Technology Metrics
Speed performance for Download and Upload in
Availability calculated over the year
50
Security based on number of invalid authentication attempts

Total uploaded data
Total downloaded data
Average Downloaded file size
Average User data
Total User data
Data collection by region and time
2.) Process Metrics

Number of request for technology support (Number of tickets)
Average technology support response
Quality of the service offered
Value of the service
Compliance of the service
Costs per user
Customer feedback
3.) Service Metrics
Percentage of Incidents Resolved by First Level Support
Mean Time to Repair (MTTR)
Overall Service Feedback
Number of Complaints
8.2 7-Step Plan for Improving IT Service Management

Step
Define what
should be
measured
Define what
will be
measured.
What can we
measure
Collect the
data
Process the
data
Analyse the
data and
information.
Present and
use the
Description
We want to evaluate our strategy as an IT service provider
to ensure that we meet our goals. We will also verify that
we as an IT Service provider understood the business
needs of Terra Firma.
We will measure the ROI, Customer satisfaction and how
well we understood the business.
We can measure how good our ROI calculation was and
also if the demand management was sufficient enough.
We will also revisit our strategy generation and evaluating
if we as an IT service provider archived our goals.
We will collect quantitative data through automated tools
and gather feedback in meetings with the senior
management team.
The processing of the data is mostly done manually.
User Feedback data will be analysed from qualified staff
and evaluated.
Quantitative data will be analysed with analytics software.
In a yearly meeting and report the results will be presented
to the senior management. Focus will be on what have
51
information.
Implement
improvemen
t
been done and also what could be improved.

Possible faults that have been identified in IT service
management will be improved.
Table 31 7 Step Plan for IT Service improvement
9.0 Summary of findings and conclusion

9.1 Summary
This report has introduced two new services for Terra Firma. The first service
introduced was the file sharing service which aims to provide users the
opportunity to share files with other locations and to access these files via mobile
technology. The benefit for Terra Firma is that it will make it easier to access data
of other locations making it easier to work. It will also support collaboration in
the company and allow the Research and Development department to have
access to the data of the companys manufacturing plants.
The employees at the offices would be the main users of this system. Chapter 5
discussed the service design, for File Sharing it is important to meet the
requirements, foremost to make sure that the data is save and that the
connection is fast so data can be accessed easily. In chapter 6 the transition is
described it is important to have a backup system and the implementation
should be phased.
The second service that was introduced is the Bring Your Own Device (BYOD)
service. This service will make it possible for management and employees to get
access to the Terra Firma network with their own devices (smartphones, tablets
or laptops). This fulfils the need of management to work at any location as they
often travel and the needs of employees to work on their own devices in a
flexible working environment.
The requirements that are important for this service are a secure and fast
connection and fast upload and download speed. The transition to the new
service does have some risks and should be monitored carefully throughout the
projects lifecycle and also, while the service is in operation.
Introducing both services to Terra Firma would give an ROI of close to 30% and
would help Terra Firma upgrade their IT services to modern state. In the report it
is described how the service should be designed and how the transition should
take place using ITIL v3, giving a good overview of the requirements that need to
be met and the risks that occur when implementing the new services. The
implementation would be successful if the preparation is done correctly.
52
9.2 Conclusion
The aim of the report was to introduce new services for Terra Firma using the ITIL
lifecycle and to describe how ITIL could improve the IT management inside Terra
Firma. The current IT situation of Terra Firma has a number of flaws, with high
costs and low return on investment being principal issues. The IT operations
inside Terra Firma were not streamlined and the enforcement of standards and
improvement activities were conducted on an ad-hoc basis, ultimately leading to
the recent network crash. The crash was the catalyst for the re-assessment of
the IT department within Terra Firma. A number of weaknesses have been
identified as a result with the high number of different applications and low
standard compliance rate a contributing issue to the failure. In order for Terra
Firma to mitigate these issues, a redesign of several elements in the IT landscape
was required.
Following the ITIL lifecycle the first step was Service Strategy, where the
potential user and their business needs are determined and services to meet
these needs are specified. This step is important for every company because
when there is no strategy there is no direction leading to duplication and
communication issues. An improved service strategy and service portfolio
management system would have prevented this.
The second step, Service Design, is important for every company when
introducing a new IT service. A good Service Design where all requirements are
specified makes for applications that fulfil customer needs and comply to
company standards. In the case of Terra Firma this would be very important as
until now only a few applications comply with the IT standards. Planning the
transition is a critical phase and ITIL shows the activities and prescribes a
number of guidelines necessary to manage a successful rollout. A large number
of compatibility issues could be averted through the formal adoption of such a
process.
Terra Firma also does not have an adequate service desk solution. This has
prevented the effective management of events, incidents and problems.
Including a service desk within the companies ITSM process would help manage
the requests for change in the ITSM process and would help Terra Firma to
understand the issues that users have with the current and new IT services.
Continuous service improvement is also an incredibly important factor in
improving Terra Firmas ITSM process. This can also be achieved by introducing
the 7 step plan proposed within this report. This plan would provide a base set of
processes which could be used to measure and analyze the performance of Terra
Firmas services.
Overall ITIL provides a suite of excellent guidelines on how to manage IT services
and IT operations inside a company. This report clearly shows that ITIL helps with
strategically introducing new services and assessing current performance of IT
within the company. By streamlining change process and utilizing new cutting
edge services, IT within Terra Firma can achieve alignment, by furthering
business goals.
53
54
Bibliography
Chan, T. (2014). INN221 Technology Management Week 8 Lecture: Service
Transition. Retrieved from QUT Blackboard website:
http://blackboard.qut.edu.au/webapps/portal/frameset.jsp?
tab_tab_group_id=_4_1&url=%2Fwebapps%2Fblackboard%2Fexecute
%2Fannouncement%3Fmethod%3Dsearch%26context%3Dcourse_entry
%26course_id%3D_111203_1%26handle%3Dannouncements_entry%26mode
%3Dview
McPhee, D. (2008). ITIL and Security Management Overview. Opgeroepen op 5
30, 2014, van www.infosectoday.com:
http://www.infosectoday.com/Articles/ITIL_and_Security_Management.htm
Office of Government Commerce. (2007). ITIL V3 Service Operation. Norwich:
The Stationery Office.
Westervelt, R. (2013). Top 10 BYOD Risks Facing The Enterprise. Retrieved from:
http://www.crn.com/slide-shows/security/240157796/top-10-byod-risks-facingthe-enterprise.htm
55

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IT MANAGEMENT AT

Overview of Terra Firma........................................................................................... 1

Overview of the Current IT Function.....................................................................4

Issues and Problems with current IT function.......................................................5

New Strategic IT Services........................................................................................6

File Sharing Service.............................................................................................. 7

4.1.1 Service Level Package......................................................................................7

Bring Your Own Device (BYOD).............................................................................8

4.2.1 Service Level Packages.....................................................................................9

Service Design: BYOD........................................................................................12

5.1.1 Business Requirements...................................................................................12

Service Design: File Sharing...............................................................................17

5.2.2 Business Requirements...................................................................................18

Transition New IT Services.....................................................................................23

BYOD (Bring Your Own Device)...........................................................................23

6.1.1 Request for Change........................................................................................23

6.1.5 Definitive Media Library and Hardware Spares Information............................32

Corporate File Sharing........................................................................................32

6.2.1 Request for Change........................................................................................32

Preparing for Operation of the New IT Services.....................................................38

The Service Desk Model.....................................................................................38

Revised IT Service Management process............................................................39

7.2.1 Unsuccessful roll out of services.....................................................................40

Continually Improvement Strategies......................................................................45

7-Step Plan for Improving One of the New IT Services.......................................45

7-Step Plan for Improving IT Service Management.............................................47

Summary of findings and conclusion.....................................................................48

2.0 Overview of Terra Firma

Exhibit 1, Terra Firma SWOT Analysis

2.1 Strategic Map

Increase revenue through delivery of cutting edge medical technology

Deliver value on services

Deliver innovative solutions

Create long lasting productive

Recruit and develop strong leaders and employees

Provide funding to research and development projects

Exhibit 2 Strategic Map of Terra Firma

3.0 The IT Function in Terra Firma

3.1 Overview of the Current IT Function

3.2 Issues and Problems with current IT function

IT is deeply integrated into Terra Firmas organizational structure. IT however, is

Field offices use free unsecured desktop videoconferencing software, such

The companies IT assets appear to be poorly aligned to the businesses goals. To

Internal customers i.e. Terra Firmas employees.

Table 1, Identified Business Units and their needs

4.0 New Strategic IT Services

capabilities and application company resources will be required to successfully

4.1 File Sharing Service

Manufacturing (Factory Plants )

Patterns of Business Activities

Table 2 File Sharing Service

Service Level Package

Service Level Package 1:

Read and edit files from other

Store files for 6 months

Table 4 File Sharing Service SLP1

4.2 Bring Your Own Device (BYOD)

Currently, no corporate-wide policy regulates the fair use of

New corporate applications/systems can be set up for usage through

All network traffic will be encrypted to secure sensitive data.

This service aims to reduce the costs of corporate mobile devices,

Patterns of Business Activities

Manufacturing (Factory Plants )

Research & Development Project