Impact of Disruptive Technologies - Survey
Challenges caused by disruptive technology are faced by every organization and all IT professionals. The demand for constant change and speedy implementation are changing the way organizations and IT professionals need to approach the business of IT management.

ITWNET and its partner Action Research Foundation (ARF) would like to better understand how these demands impacts you, how you deal with the reorganization and change, implement and execute these changes within your organization and the tools and knowledge that you use. We want to better understand your needs to best support you in addressing these challenges and provide resources that will help you achieve timely concrete progress in implementation and execution.

We would appreciate your taking the taking the time to participate in the following survey, it will not take more than 15 minutes to complete.

As a thank you note from ITWNET and ARF we would like to offer you:
* a free personalised e-copy of the results and conclusions
* a free membership to ITWNET Portal (valid until 31/12/2016)
* a 15% discount on our ITWNET bookstore

If you want to receive these benefits please fill in your contact information or follow the link to (please make sure to add in Interests: #DTSURVEY). If you are already an ITWNET member please let us know your username.

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Warming up ...
A few general background questions
1 - Please tell us the number of years you have worked as an IT professional
2 - Are you responsible for leading change within your organisation?
3a - Which frameworks or best practices has your organisation adopted?
Check all that apply!
4 - How familiar are you with each?
Not familiar
Somewhat familiar
Very familiar
ISO 20000
5 - Is your role and your organisation's IT goals and objectives clearly aligned?
Not aligned
Fully aligned
Understanding the Operating Model used for Managing IT Services
By understanding the organisation's operational model professionals can better align their efforts to deliver value to its customers or beneficiaries.
1 - How would you describe your IT Service Management Operating Model?
2 - Is your operating model ready for adopting SaaS, IaaS, PaaS, BYOD, etc.?
3 - Do you envisage your organisation adopting models such as DevOps, Scrum, and others?
4 - Does your IT department provide services to different geographies and timezones?
Understanding the Outsourcing Policies
Over the last number of years, outsourcing has become a core issue for many organisations. The potential for outsourcing has moved from peripheral activities to critical ones. However, there is evidence to suggest that organisations are not achieving the desired benefits from outsourcing and that outsourcing decisions are rarely taken within a thoroughly strategic perspective but rather a more short‐term cost centric view.
5 - Does your organisation outsource to 3rd party service providers?
6 - Do your 3rd party support organisations operate in the same time zone as your customers?
7 - How would you describe your organisations outsourcing strategy?
8 - How do you manage the 3rd Party Service Providers?
9 - How do you manage the monitoring of Service Level Agreements with 3rd Party services?
10 - If multiple Ticketing Applications are used by different 3rd Party service providers - how do you manage to allocate responsibility for meeting business service SLA targets?
Application platform for IT Service Management
11 - What kind of application platforms do you use to manage your IT Service Management and monitoring activities?
12 - Thinking on the value that you get from your Service Management applications, please answer yes or no
a. Our applications provide us with accurate and dependable status of ticket analysis and are used by line level staff and managers to track status of tickets, effort by each Support Group and trust worthy performance reports against agreed contract target compliance, without any manual activity.
b. We are able to track volumes of tickets and their status but performance target compliance calculations requires manual intervention.
c. Our Line Mangers depend on our Service management applications to actively manage their activities and are familiar with their usage.
d. Our team members update ticket status, but our line managers do not use the information to manage their teams.
e. Our ticketing system is configured to provide us with accurate information which helps us to identify the top 3 issues for which our Business Users reach out to contact us.
f. Our Business Users are able to access self-help features and use our ticketing system to raise tickets without having to call our contact centres.
g. While our Ticketing system has features that allow our users to access self-help features and use our ticketing systems a majority of them prefer to use the Voice Based Contact Centre.
h. We have automated many of our Service Request fulfilment Processes, these automated processes do not require any manual effort by our IT staff.
Conclusion - Disruptive or complementary frameworks
As an IT professional you have an opinion on most frameworks and best practices. We would like to know how much are you aware about particularly two of them: IT4IT and IT-CMF
13 - In your opinion, which is the best option
I am not sure
It replaces legacy standards, frameworks and Best Practices such as ISO 20000, ITIL, Cobit, CMMI, etc.
It is complementary to legacy standards, frameworks and best practices
It is different from legacy standards, frameworks and best practices
It is based on an IT Value Chain and IT Service Model that provides traceability of a service from the conceptual model to the Logical Model to the Realised Model and ensures that Business outcomes envisaged in the Business Strategy are delivered and improved over time
Helps organizations devise more robust strategies, make better-informed decisions, and perform more effectively, efficiently and consistently
It provides IT staff a good way to communicate technical concepts with the business using well known Value Chain Concepts, a language that they are familiar with
It enables the IT function to manage an array of discrete but interdependent disciplines focused on the generation of IT-enabled agility, innovation and value
It is future oriented and suitable for organisations to systematically transform from Legacy IT Operating Models to the next generation IT Operating Models and easily adopt evolving technologies and process models
14 - Do you feel confident that your team members can grow personal competencies to meet the evolving needs of your organisation and continue to grow on the basis of current knowledge and capabilities?
Not at all
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