Dora Case

- Michael Cozzolino
- Daniel Sattler
- Joakim Granqvist
- Carles Juan Martínez
- Timothee Capaldi
Content
Introduction and overview ......................................................................................................... 3
Organigram of the company ..................................................................................................... 4
Policy makers .......................................................................................................................... 4
Developers............................................................................................................................... 4
Administrators ......................................................................................................................... 4
IT maintenance engineers ..................................................................................................... 4
Organization levels ................................................................................................................. 5
Graphical Organigram............................................................................................................ 6
Current situation and problems detected (As Is) ................................................................... 7
Developers............................................................................................................................... 7
Dealers ..................................................................................................................................... 7
Purchase .................................................................................................................................. 8
Order Handling ........................................................................................................................ 8
Sales ......................................................................................................................................... 8
Information Systems .............................................................................................................. 9
Web........................................................................................................................................... 9
Important objectives to achieve .............................................................................................. 10
The Knowledge sharing ....................................................................................................... 10
Improve the support given by the Central IT Operations ............................................... 10
Increase the presence on the internet ............................................................................... 10
Other considerations based on the feedback of management audit: ........................... 10
Desired Situation (To Be) ........................................................................................................ 12
Making the changes (Road Map) ........................................................................................... 13
For which problems and for which parts of the IT Policy can ITIL help and how? .................. 15
Service Strategy: .................................................................................................................. 15
Service Design: .................................................................................................................... 15
Service Transition: ............................................................................................................... 16
Service Operations: ............................................................................................................. 17
Content of the SLA and OLA .................................................................................................... 18
Setting up CMDB ..................................................................................................................... 20
Implementation: ................................................................................................................. 20
Three processes further refined.............................................................................................. 21
Service Request Fulfillment ................................................................................................. 21
Supplier Management ......................................................................................................... 22
Service Catalogue Management ......................................................................................... 23

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Conclusions ............................................................................................................................... 25

2
Introduction and overview
Originally Dora company is a manufacturer of kitchen units operating on the Dutch
market. Its main location is in Den Bosch. At the moment Dora has employed more than
700 employees working at several locations. Nowadays it has three companies more:
Dora Foil, Dora Bathrooms and Dora DoItYourself.

Our goal in this report is studying the case of Dora company provided by the teacher of
ITOPS. Based on this, and first of all, we present the organigram of the company, we
explain the current situation and analyze the problems that Dora has.

In a second step we present the desired situation. In other words, how we want the
company to be after applying all the changes.

And finally the third step, we explain our road map, the way how Dora can achieve its
goals. In this section we present the problems and for which parts of the IT Policy can
ITIL help and how, a section for the SLA, the CMDB and three ITIL processes refined.

Finally, we finish this report with some conclusions.

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Organigram of the company
For each branch of the company there are different categories of IT-employees:
● Policy makers
● Developers
● Administrators
● IT maintenance engineers

Policy makers
They have to elaborate and to determine strategies regarding the most relevant issues
for the society like policies and laws. Their merit is the ability to obtain results without
recurring to legislative innovations, but simply by using a better coordination of the
available resources.

Developers
The developers have the responsibility about the IT system of the company itself, for
example they have to develop new softwares and applications like helpdesk systems or
dashboard interfaces containing statistics, reports and the inventories of the stuff they
are offering. The main interfaces used by dora kitchens’ developers are the DOMIS-B
system and the D-orderweb system.

Administrators
Their main objective is to manage the business activity. They have the responsibility
towards the society problems like possible damages and towards individual partners and
third parties because they could be damaged from errors by the administrators
themselves.

IT maintenance engineers
The main task of these engineers is to take care about the hardware maintenance like
replacements and fixes regarding infrastructure and system problems. These problems
can be for example dust and dirt for computers and other kind of machines used in the
manufacturing of kitchens.

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Organization levels
We can divide them in three main organization levels:

1. Strategic:
○ Strategic planning is an organization’s process of defining its strategy or
direction, and making decisions on allocating its resources to pursue this
strategy. Long-term objectives (more than a year from the moment are
defined) are set in this level.
2. Tactical:
○ Tactical planning is short-term planning emphasizing the current
operations of various parts of the organization. Short-term planning is
generally defined as a period of time extending about a year or less in the
future. Managers use tactical planning to outline what the diverse parts of
the organization must to for it to be successful at some point in the
following period.
3. Operational
○ Operational level is the level where all the base workers are placed,
this level refers to the people who are really doing the work,
following the orders of the managers of the Tactical level, in order
to try to achieve the objectives (both short-term and long-term).

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Graphical Organigram

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Current situation and problems detected (As Is)
We have discovered some issues that should be revised and fixed in order to improve
the whole company’s performance. Now, we will present them ordered by the areas
affected by these issues. We also explain why we consider they are problems and what
could happen if the company doesn’t solve them.

Developers
● They are responsible of the discovering the need of information, develop
functional designs, design new software, but they also do the helpdesk function.
o They have too much different responsibilities. This situation can slows
down the workflow and cause bottlenecks.
● They work in different rooms than the IT maintenance engineers, they don’t work
together in a structured way.
o That situation makes harder to work as a group, since a good
communication between the developers and the IT maintenance
engineers can ease their works by avoiding mistakes and solving issues
faster.

Dealers
● The application used in the order-handling (D-orderweb) is not used by all the
dealers. Some of them use e-mail instead.
o This is a problem because there are two different ways to do the same,
which means more work and a higher possibility to make mistakes by
handling petitions. That also means more time and effort to do a job for
the ones handling the orders of the dealers.
● Not all the dealers use the “Kitchen3D” program despite it’s a standard software.
o As a company, is not giving the same customer experience (and quality)
to all their customers, so they don’t know what to expect in each case.
o In addition, the fact that not all of the dealers uses the same software
makes harder to create a standardized formation program in the use of
Kitchen3D.
● Only 2 of the 4 (on average) workstations of each own-dealer can run
“Kitchen3D”.
o They cannot offer the same quality to all of their customers since not all
their workstations can handle the basic software for their work.

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Purchase
● “Exact Finance” is not the only software used as ordering system in purchases
departments, but it’s only used in Dora Foil (The rest have their own developed
software package).
o As the system is not standardized it is difficult to get access to all
purchases. At the same time, it is hard for a worker to learn all the
systems. Moreover, a decentralized ordering system could provoke some
faults in the company, for example, duplicates in stock.

Order Handling
● “D-orderweb” is not available for the non-own dealers, so they make the orders
using e-mails.
o This situation generates problems that cause bottlenecks due to possible
human errors introducing the data into the DB or lack of relevant
information. In addition, some orders could be lost in some worker inbox.
● In “DoItYourself” the large-scale orders are received by ordinary mail.
o This is a very slow way to do it and have the additional risk of being lost
before they are processed.
● Only the head of the production department is able to really understand the DB
of “DoItYourself”, so if he lacks, no one will be able to do the maintenance.
o It is symptomatic that only the head of the production is able to understand
DoItYourself DB. This is a big problem, because the company shouldn’t
depend in only one or two workers in this field.

Sales
● There is no central database for the sales, but every salesman has its own
database.
○ Too many databases could cause some conflicts about data (duplicate
data, harder access to the information, etc).
● Those databases are in the salesmen laptops.
○ If the laptop gets stolen or broken the data could be lost or used by
unauthorized people.
● Each salesman is responsible of its own client’s data. (Backup).
○ The data is not safe at all, if the salesman himself forget to do a backup
he could lose all the data stored due to any kind of problem (e.g. data
corruption).

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 ● There is not a standardized way to backup the data.
○ The different salesman may save different parts of the data, or in a
different way, so all those backups can be confusing, and even useless.

Information Systems
● DOMIS: Dora Bathrooms use another version of DOMIS.
o It generates a bottleneck condition every time an update is prepared (it
have to be tested twice).
o It is also more expensive since they have to work in 2 different softwares
for the same purpose.
● There is no standardized software package for e-mail, office automation, etc..
o Messy and confusing operations and softwares to use.
o Also harder to create formation programs about that.
● No developer has a deep understanding of the D-orderweb system and the
documentation is limited.
o It means that all the company depends on a few workers and it is a
problem when they are absent.

Web
● The website is not able to handle orders nor receive issues notifications. (Only
contact via e-mail or phone).
o Slower way of making orders, with more possibilities to make mistakes
during the process.
o Time and shipping delays may occur when there are lots of orders (e.g.
all the phones being used at the same time).

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Important objectives to achieve
After consulting the different concerns of the general management of the company, we
conclude that the following points are the most important, the ones we have to consider
deeply when suggesting different solutions:

The Knowledge sharing

● Most of all: field of operational management, production and automation
(developing and monitoring).
● Personnel rotation system in order to improve it among the different units.
Standardization of means

● Reducing the number of IT Systems used could help.

● Central Management does not believe (Chaos Manifesto) in own-developed
applications, but prefer to use standard applications.

Improve the support given by the Central IT Operations

● Each branch is reluctant to give up their own IT application due to a bad
experience with them.

Increase the presence on the internet

● Be able to receive good’s orders through website.
● Currently, the D-orderweb is only available for own-dealers (20 of 180).
● Professionalize these applications while improving the security.

Other considerations based on the feedback of management audit:

● IT Maintenance: They need the possibility to follow courses to keep up with the
constantly changing ICT field.
● Logistical manager and Head Administration: They demand one central place to
drop all their questions. For them are not clear where to request an IT demand
and it is moving around departments. Also a clear procedure for handling
complaints. He complaints about the process to make proposals, because most
of them end up “in the bin”.
● System Manager: More workers to help him. Most important, clarify the
responsibilities, because he doesn’t know if some issues are for him or other
departments.
● Have the support of external consultancy and discuss internally about which
policies they want to follow.
● Centralized backup system.
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● More reliable customer support.
● More defined jobs, avoiding overload of work for some employees (e.g. the senior
designer of CAD-CAM).

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Desired Situation (To Be)
Here we will show how we want Dora Company to be after all the changes implemented.
Afterwards we will go deeper in details about the implementation process of all the
changes in the next section.

- Dora Company has only one centralized standard system (cloud) for sales
database, purchase, ordering, etc (ERP).
- The company has a defined IT Portfolio with all the standard services (including
office automation, e-mail tools, etc) as well as their documentation.
- Kitchen3D is the standard software used by all dealers.
- All the workstations of the dealers are able to run Kitchen3D.
- All the backup’s information is stored in one centralized system.
- All the goods’ orders are handled via website, for all kind of dealers and
customers.
- The website also has a menu where you can report any issue.
- There is a Helpdesk support implemented.
- All the functions of the workers are clearly defined.
- The different workers who have to work together or cooperate are placed closer
in a physical area.

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Making the changes (Road Map)
First of all, and transversely to the rest of all the changes, we want to reduce the number
of IT systems in order to simplify the operability of the company. For this reason, some
of the systems used will be gradually abandoned to use an unified system for the whole
company (ERP) that will manage the same information as the previous ones in a more
efficient way. (Since the selection of a good ERP implies a long research and is not the
purpose of this subject, we will assume we find the standard and appropriate one to
implement on Dora’s company).

The systems affected by these changes are: DOMIS, DOMIS-B, Service Base.

These changes will largely solve the problems previously presented. We will opt for a
standardized solution as the general administration wants. Thereby the user support will
be improved and processes will be more agile. That’s because documentation will be
available, as well as an external helpdesk in addition to the internal one (formed by ERP
company’s personne).

With these changes, DOMIS and DOMIS-B systems will be deleted, which involve a lot
of work for the developers and represent a large part of the budget.

On the other hand, regarding the simplifying process, we will endow the web with the
option of making orders, both for distributors and for final customers, eliminating the use
of the d-orderweb and having the same treatment for both own and third-party dealers.
To do this, we must link the requests made through the web to the new system (ERP)
acquired, to manage it in a unified and centralized manner.

In addition, a section on the web for complaints will be created. We also will maintain the
telephone or email contact.

Thirdly, taking into account the possible security problems derived from the way backups
are treated, a specific center will be created in Den Bosch. There Dora will have the
backups of the vendors in a unified way to ensure the security and availability of the data.

At the organizational level, we will create contracts with the companies with which we
will collaborate through outsourcing, determining what is expected from each part and
how it should be carried out. Internally, contracts will be created to clearly define the
tasks pertaining to each job and the interactions that will exist between the workers, as
well as the processes in which they are involved, to avoid doubts or confusions at the
level of responsibilities.

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Likewise, an IT portfolio will be created, with all the detailed information regarding the
services offered (including office software, email, etc).

Finally, we will review the hardware needs of the dealers so they can have Kitchen3D
software in all their workstations.

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For which problems and for which parts of the IT Policy can ITIL help and how?
Here we will try to show which ITIL processes could help with all these changes we want
to do, and how could they do it. We will show them divided by phases, following the ITIL
model.

Service Strategy:
- Demand Management:
- Basic starting step, to understand what are their needs in order to suggest
the appropriate changes.
- Service Portfolio Management:
- Look for a system that suits well with our company (standard ERP).
- The company will have all their services well documented.
- Here we will include all the services we are going to erase (Retired
Services), and those we are going to add (Service Pipeline).
- Retired Services:
- D-orderweb
- DOMIS, DOMIS-B
- Service Pipeline:
- Standard ERP
- Standard office automation tools
- Standard e-mail tool
- All new features for the website (Handling orders, issues
notifications, Request fulfillment, etc).
- Infrastructure in DenBosch for the Centrallized backups.

Service Design:
- Service Level Management:
- SLA with outsourced website company to establish the services.
- SLA with outsourced ERP company to establish the services.
- OLA for all the workers in order to define tasks and processes. (Service
Desk functions).
- Supplier Management: Need to deal with outsourced webpage’s
company.
- Service Catalogue Management:
- We are going to create the service catalogue as a part of the service
portfolio. There we will have all the information related to the currently

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 available services (documentation, features, SLA information, access to
them, etc).
- Availability Management:
- It will help to ensure the accorded availability levels in the 2 SLA’s are
reached.
- Information Security Management:
- We will create the IT Security Policy document, and the outsourced
companies will have to meet its requirements as a part of the SLA.
- Supplier Management:
- It will be helpful when dealing with the ERP and website companies.
- Thanks to this process, we will be able to evaluate the possible new
suppliers as well as the negotiation of their contracts, performance
revisions, etc.

Service Transition:
- Service Asset and Configuration Management:
- Create the CMS with all the CMDB’s needed:
- Check all the configuration items and write all the documentation.
- Define the standard tools the workers will use for office
automation, e-mail, etc in order to be able to give a proper and
easier customer support.

- Change Management:
- Implement all the changes suggested in the previous phases, for
example:
- Transition the data from all the previous systems to the new one,
step by step.
- Formation programs for our employees in the use of the new ERP
system.
- Create a formation program to our helpdesk and make clear
internal contracts, defining each worker’s job.
- Talk with our outsourced website company in order to make the
necessary changes to the website.
- Create in Den Bosch (central) the infrastructure to handle all the
backups.

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 - Re-organize the workers who has to work together and give them
a clear way to work.
- Improve the workstations of the dealers so they are able to run
Kitchen3D in every single PC.

- Release and Deployment Management:

- This will help us to make all the suggested changes in a safe way,
establishing a baseline and implementing the changes grouped as
release units.

Service Operations:
- Incident Management:
- There will be a clear procedure about who to report incidents and thanks
to the OLA contract, the time of response will be guaranteed.
- Problem Management:
- There will be a team of people working to identify the root causes of the
incidents and solving them, improving the performance of the company.
- Service Request Fulfillment:
- Manage all the possible proposals, complaints, RfC’s, etc.
- New formation programs for the service desk, for learning how to use the
new ERP, etc.
- Monitoring and control
- The company will have the tools to know all the time how is all going.
- Service Desk (Function, not Process):
- There will be a team of people focused on receiving all the calls with
requests for change, incident notifications, etc.
- The employees will know who to call when something is going wrong or
they need any software or access.

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Content of the SLA and OLA
A Service Level Agreement (SLA) is a contract between a service provider and a client
about the agreed level of IT services and its costs. It’s essential that Dora has some SLA
in order to align the expectations between Dora and the provider and to define KPI to
monitor the service.

Also, in the company, we need to focus on the Organization Level Agreement (OLA), or
in other words, an internally negotiated document that identifies the service level
expectations between the Service Desk and the Technical Support Teams.

In the first place, we need a SLA. As we said in previous sections we advice Dora to
improve their webpage and all the goods’ orders should be handled via website, for all
kind of dealers and customers. To do that we need a SLA with the webpage provider.
We think that the content of this SLA could be the following:

- Type of service to be provided: Design of the webpage, coding and

implementing the functionalities that Dora needs. They are also in charge of the
maintenance and security of the website. Concerning the security, they must
guarantee us that our website fulfill the requirements of the HTTPS protocol. .
- The service's desired performance level: Dora can not permit that the
webpage has disruptions, because with the change the web is crucial. For this,
we need an availability of 99,99%.
- Monitoring process and service level reporting: Dora expects to have
monitoring reports weekly that should be checked by Monitoring and Control
process. They also want reports about cyber attacks to the webpage.
- KPI’s:
- Up Time.
- Number of rejected attacks.
- The steps for reporting issues with the service: As this is a crucial Dora needs
direct contact with the provider. When somebody find out an incident with the
webpage, or his or her responsible, needs to phone to the number given by the
provider in order to inform about the issue. This direct contact could be via phone
or via video call.
- Response and issue resolution time-frame: Problems during the interaction
with the webpage might produce several losses for the company. So it should be
figured out and solved in less than two hours.
- Repercussions for service provider not meeting its commitment:
Terminating the contract and a refund for the losses.

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In the second place, we also need a SLA for the ERP provider. As the ERP is also crucial
in the new organization we propose, it’s mandatory to have a SLA with them in order to
keep very clear the agreed level. This SLA will have similar guidelines to those of the
previous one.

Finally, Dora needs to implement the OLA to clarify all the functions of each worker and
avoid the malfunction of some areas by erasing the confusing boundaries among the
tasks (such the ones concerning the developers and service desk). In the audit some
workers had complaints about which department or workers should do some specific
task. The OLA will remove these doubts.

For example, planner Dora Do-it-yourself says that “sometimes have to wait for hours”.
With the OLA this needs to be determined. Anybody should know who is the responsible
when they have a problem and the time he or she will wait as maximum. Also the
timetables of the persons in charge.

Another example is what logistical manager and head administration said: “If I call about
one of our applications I am sent all around the IT department.” Dora shouldn’t permit
this situation OLA also will solve this problem.

And last example, System Manager at Dora Foil wonders “is the WIFI access point and
telephone dispatcher our responsibility or not? Who knows?”. Every worker should know
his or her own responsibilities, the OLA contract will make it clear.

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Setting up CMDB
The scope of the CMDB is to allow the management and the control of the objects of all
Dora’s systems like hardware, software, documents. Here we present an example of the
content that the CMDB may have and the possible process to follow in order to perform
the implementation.

● Hardware:
○ Computers and workstations.
○ Servers.
○ Hard disks.
○ Printers.
○ Projectors.
● Software:
○ Kitchen3D.
○ Exact Finance
○ The new ERP.
● Documents:
○ Known Errors solutions.
○ User manuals.

Implementation:
We will build a CMS with diverse CMDB’s within (one for each business unit). In order to
create them we will go step by step in all subsidiary companies of Dora.

In each subsidiary company (e.g Dora Kitchen) we will follow the same process:

1. Define and document a criteria for the selection of CI’s.

2. Select those CI’s acording to the criteria.
3. Give unique numbers to all the CI’s with identification purposes.
4. Specify the attributes of each CI.
5. Indicate when a CI will be placed under configuration management.
6. Identify the “owner” of every CI.
7. Create a configuration structure for each IT Service, showing the relations and
hierarchy among the CI’s.
8. Create naming conventions for the CI’s.
9. Label all the physical CI’s to become easy to identify.
10. Enter all this information into the correct CMDB.
11. Determine a period of time after which an inventory of the CI’s will take place.

Once we finish this process, we will repeat it with the next subsidiary company until we
do in all of them.

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Three processes further refined
So far we have explained the problems Dora has, the desired situation we want for the
company and we have linked the problems with the ITIL processes. We also have
pointed out the main guidelines for the SLA and OLA and proposed an implementation
for the CMDB. Now we want to focus on three of all the processes we have mentioned
in previous sections and go further with a proposal of implementation. Our selection is:
Service Request Fulfillment, Supplier Management and Service Catalogue
Management.

Service Request Fulfillment

In many times of this report and also in the audit in Dora we have seen how some workers
have complaint about ignorance of how to submit proposals or the need to follow courses
to keep up with the constantly changing ICT field. That’s why we have chosen this
process, because we think it could help in many ways to the company and these worries
prove that the workers want to contribute to Dora.

Service Request Fulfillment offers to the user the option to request and receive standard
services, it provides information to customers about the availability of services and also
an entire procedure to obtain those services. It also provides the standard services
components (like licenses or software media) and assist with general information,
complaints or remarks.

In order to implement this process in Dora we need to define a menu selection, financial
approval, fulfillment and closing.

We propose the menu selection as a part of the internal website. The outsourced web
company is going to make a lot of changes in order to adapt the webpage to the new
organization and it could be another functionality. That menu has two variants, one
internal and another external. Internally the worker (of course, of all the companies of
Dora) will choose among several options. For the moment, we propose to implement
“making a proposal” and “request for a course”. Externally, a customer will be able to
request concrete information about the services that Dora provide.

Second step of implementation is financial authorisation. In our proposal this

authorisation will be pre approved. Requesting information and making a proposal is
free, but not the formation courses. We suggest to the company to choose one or two

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courses for IT workers each year or six months. Each worker should have the opportunity
to do it once.

Third step of implementation is fulfillment. The fulfilment depends on the request.

Courses could be imparted by outsourced educational personnel. Proposals also
depends on the nature of the proposal. Some of them could be derived to the service
desk, but another could be derived to Change Management and the CAB, for example.
Information request for the client also could be taken by the service desk.

Finally, the conclusion. The service desk will close off the request.

Supplier Management
The goal of supplier management is to manage suppliers and the services they supply.

The main objectives are:

- Getting 'your money's worth'

- Adjusting underlying contracts with suppliers to the demands of the business

- Manage relations with suppliers and their performance

The process of supplier management pays attention to all suppliers and contracts. The
greater the contribution of a supplier, the more energy the service provider must put in
managing the supplier, and the more he should be involved with the development and
implementation of the strategy.

In case of external suppliers, it is good to make a formal contract with defined and
document responsibilities this contract can be managed in the contract lifecycle:

So we suggest to the company to implement these phases:

1. Identify company requirements:

− Produce a program of requirements.

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 − Provide conformity of strategy and policy.

− Develop a business case.

2. Evaluate and select new suppliers (contracts) - Identify new business requirements
and evaluate new suppliers as part of the Service Design process. They provide input
for all other aspects of the lifecycle of the contract. Take various issues into account
when selecting a new supplier, such as references, ability, and financial aspects.

3. Categorizing suppliers and contracts - The amount of time and energy that should be
put into a supplier depends on the impact of this supplier (and its service). A subdivision
could be made according to strategic relationships (managed by senior management).

4. Introduce new suppliers and contracts - In order to present a clear image of the impact
of new suppliers and contracts, the change management process must add them to the
Supplier Database

5. Manage performance of suppliers and contracts - At an operational level, the

integrated processes of the client organization and of the supplier must function
efficiently.

6. Renew or end contract - At a strategic level, see how the contract is functioning and
how relevant it will be in the future, whether changes are necessary and what the
commercial performance of the contract is. Benchmarking could be an appropriate
instrument to compare current service provision with that of other suppliers in the
industry.

Service Catalogue Management

By creating the new service catalog, we will ensure that all the new services offered by Dora's
company are perfectly clear and well documented. This will show which services are aimed at
employees, which customers, how these services are provided, how they should be used, with
what purpose and what quality should be expected from them.

This catalog should include all the new services, as well as those that we have chosen to
maintain:

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All information regarding the new ERP, like user manuals, good practices, how to create an
account, etc.

It must also include those services offered by the web, taking into account the possibility of
formulating complaints or questions through it, or placing orders for both customers and dealers
without the need for a specific and unsafe tool such as d-orderweb.

This change solves several of the previously presented problems, such as the accessibility and
standardization of an order handling tool, which used to be done through e-mail, ordinary mail
or d-orderweb, and now only through the website.

We also must offer information regarding the Kitchen3D and ExactFinance softwares, since we
have chosen to maintain the use of both. In this case, we will have to expand the information
referring to these, eliminating any possible doubt and minimizing the possibilities of error when
using these services so that dealers and employees respectively can make a correct use of both
softwares. This measure will help all dealers can use Kitchen3D and can be trained in its correct
use, so that it will be easier to standardize.

Moreover, by implementing the function of the service desk for our employees, we must record
the use that can be given to this new functionality, with clear guidelines for workers to know
how and who to contact at all times in case of any problem or doubt related to IT.

This solves at the same time the problems previously described in terms of defining the tasks of
the service desk and the developers, since the responsibilities of the service desk will be
reflected in the catalog.

On the other hand, the catalog will also include which office automation and e-mail
management software are the standard for the entire company, making it easier to manage
incidents in terms of these tools.

Since we have also implemented a CMDB, we record that the Service Catalog information must
be stored in the CMDB to guarantee its accessibility and security.

The catalog is divided into two:

· Business Service Catalog, which includes detailed all the services that are destined to the
customer, with its functionalities as well as the relations of said services with the appropriate
departments and processes.

· Technical Service Catalog, a part not visible to the customer that includes both the details of
the services provided to the client and its relationship with the shared and support resources,

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components and CI's. This catalog explains what technical aspects and which departments
should be taken into account when providing the service in question.

Conclusions
We have started this report analyzing the current situation of the companies that belong
to Dora. We have checked most of the problems and the causes why Dora is not working
as well as it should and identifying them we have been able to propose our goal for the
company and the road map to achieve. In addition to that, we have integrated our
solutions in the ITIL framework, going further with SLA, CMDB and other three
processes.

In order to achieve our goal, we have proposed a lot of changes to Dora company. Of
course this changes will not be executed instantly because first the company needs to
assume and integrate some ITIL processes. It is necessary to talk with the workers to
change their way of working and their behavior. The developers should take some
courses to improve their knowledge about coding in order to have standardized
softwares and applications. The dealers should be able to use more software to build
kitchens, bathrooms etc. and finally the company is going to build a centralized database
for sales.

All of these changes are a large process, but we think it is in the good direction to improve
Dora.

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