Conclusion List of sources used

Plan:

1. 
   Introduction
   
2. 
   Main part
   

1. 
   Features of ITSM implementation
   
2. 
   IT Outsourcing
   
3. 
   IT strategy and the need for its development
   

3. 
   Conclusion
   
4. 
   List of sources used
   

Introduction
The problem of managing IT resources and improving the efficiency of IT services is as old as the very application of these resources and services. Therefore, now, speaking about ITSM, we mean new conceptual approaches to solving those issues that were formulated at the theoretical level 20 years ago and were actually in demand only now, at the beginning of the new century.
The key idea of ​​ITSM in its modern sense is the need to move from the traditional model, where the main goal is to support the IT infrastructure itself, to a scheme focused on serving the company's core business. The solution to this problem is complicated by the fact that this will require a fairly radical revision of the overall positioning of service IT departments in the structure of companies. And here you need to pay attention to two sides of this issue.
First, the IT infrastructure of enterprises was often formed in a very chaotic manner, promptly responding to certain requests from the main business. As a result, IT services tend to be highly confusing, both technically and economically.
Second, IT departments have historically been viewed as subsidiary, highly budgetary units. And this means (more precisely, it follows) that the management of companies cannot clearly identify the relationship between investments in the development and support of IP and increasing the efficiency of the main business.
The increased interest in the ITSM concept was also largely determined by the economic crisis at the beginning of this century, when in many companies - quite unexpectedly for themselves - along with the deficit in their budgets, they began to feel new demands from the management in the form of the need to provide reports on expenses and information about the expected return on investment in IT resources. This is confirmed by a number of studies around the world. Their results also suggest that IT managers are not always clear about how internal or external customers of IT departments benefit from a particular service.
According to Meta Group estimates, the market situation is such that about 75% of IT departments today act as nothing more than infrastructure providers focused exclusively on its technological development, independent of the activities of enterprises in general. At the same time, companies want cost-effective IT services that meet their individual needs and can help them meet their key business challenges. Therefore, IT departments must make efforts and take a step forward that will allow them to become not just IT infrastructure providers, but real service providers, and then strategic partners of the management of companies that provide a wide range of services, the effectiveness of which can be easily assessed from the outside. their consumers.
Meta Group estimates that globally only 25% of companies have embarked on a service model, and only 5% have grown to the point (as of 2003) where IT becomes a valuable strategic resource for their company. However, the same report predicts that the vast majority of IT departments in large and even mid-sized companies will be able to make this transition over the next three years.
In fact, the ITSM concept is fully consistent with the general focus of customers on the wider use of IT outsourcing, including in the service sector. Thus, the challenge for IT departments is to apply the outsourcing model internally within their organization. And in this regard, analysts warn: those who fail to successfully implement the new principles of work are likely to be disbanded, and their functions will be entrusted to external specialized organizations.