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Using People-CMM for Diminishing Resistance to ITIL

Using People-CMM for Diminishing Resistance to ITIL

Nelson Gama, Raúl Nunes da Silva, Miguel Mira da Silva
Copyright: © 2011 |Volume: 2 |Issue: 3 |Pages: 15
ISSN: 1947-3478|EISSN: 1947-3486|EISBN13: 9781613507391|DOI: 10.4018/jhcitp.2011070103
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MLA

Gama, Nelson, et al. "Using People-CMM for Diminishing Resistance to ITIL." IJHCITP vol.2, no.3 2011: pp.29-43. http://doi.org/10.4018/jhcitp.2011070103

APA

Gama, N., Nunes da Silva, R., & Mira da Silva, M. (2011). Using People-CMM for Diminishing Resistance to ITIL. International Journal of Human Capital and Information Technology Professionals (IJHCITP), 2(3), 29-43. http://doi.org/10.4018/jhcitp.2011070103

Chicago

Gama, Nelson, Raúl Nunes da Silva, and Miguel Mira da Silva. "Using People-CMM for Diminishing Resistance to ITIL," International Journal of Human Capital and Information Technology Professionals (IJHCITP) 2, no.3: 29-43. http://doi.org/10.4018/jhcitp.2011070103

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Abstract

Information Technology (IT) now plays a fundamental role in most organizations. This increased responsibility and consequent impact in business performance leads to a higher demand and tighter control on IT Departments. To respond to these requirements, IT Departments have been implementing Service Management frameworks, with ITIL currently being the most popular. However, many ITIL projects fail, and the most commonly documented cause is organizational resistance. The main goal of this research work is to test the hypothesis that using best practices described in the People Capability Maturity Model (People-CMM) framework for improving organizational maturity has impact on achieving a greater ITIL maturity as well. This hypothesis was evaluated in three real-world case studies, and based on the results; the conclusion reached was that the hypothesis cannot be rejected. However, more research is needed to prove a cause-effect relation between People-CMM and ITIL.

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