Final Individual Report on
Information Technology Service
Management (ITSM)
Author: MARJAN UR RAHMAN REMO
SID: SL24225005
Course: Information Technology Service Management
Instructor: Dr. Ling Zong
Introduction
The journey through the Information Technology Service Management (ITSM) course has
been nothing short of transformative. Prior to this course, my conceptual framework for
understanding IT was predominantly shaped by exposure to hardware, software,
networking, and problem-solving tasks. I saw IT through the lens of systems maintenance,
incident response, and technical deployment. However, this course has redefined my
approach, reshaping IT from a purely technical field into an interdisciplinary, service-
oriented, and human-centric discipline.
Through eight intellectually stimulating and integrative units, I have evolved from a
technically inclined student into a more well-rounded IT service thinker—equipped with the
theoretical grounding, practical methodologies, and ethical outlook needed to navigate
complex IT ecosystems. The course emphasized not only the mechanics of technology but
also the significance of aligning IT services with strategic business goals, user satisfaction,
innovation, and sustainability.
Evolution of My Understanding of ITSM
Before this course, I perceived IT management as a set of technical tasks: resolving incidents,
updating systems, configuring networks, and coding scripts. My mindset was limited to the
operational layer of IT—where tools and technologies dominate the conversation. ITSM was
an unfamiliar acronym, and the concept of "service" seemed more appropriate for
hospitality than for computing.
That changed quickly in Unit 1, where we discussed the Service-Profit Chain. This model
illuminated the fact that internal service quality leads to employee satisfaction, which in turn
drives customer satisfaction and ultimately profitability. This was a profound shift for me—it
emphasized that technology must serve people, not the other way around. It was a gateway
to understanding IT not merely as infrastructure but as a service ecosystem designed to
create and deliver value to stakeholders.
In Unit 2, the idea of Service Management as a Practice grounded me in the principles of
managing IT services as ongoing, evolving assets rather than one-off deployments. Concepts
like service utility and warranty, service relationships, and service management capabilities
helped me internalize ITSM as a value-driven discipline. I learned to differentiate between
processes, functions, and roles—each of which plays a unique and vital part in service
delivery.
By Unit 3, we explored pattern-based strategies and the IBM component business model
(CBM). This unit was especially eye-opening, as it introduced a holistic approach to
understanding business-IT alignment. I realized that services are not just created from
technical configurations but from strategic components mapped across organizational
functions. The distinction between industry patterns, business patterns, and service patterns
provided a structured lens through which to design resilient and scalable solutions.
Unit 6, which focused on the ITIL framework, tied all previous insights into a coherent
methodology. The ITIL lifecycle—Service Strategy, Service Design, Service Transition, Service
Operation, and Continual Service Improvement—became a cornerstone of my
understanding. With processes such as Incident Management, Problem Management, and
Change Management, I gained tools to ensure service stability, availability, and performance.
ITIL introduced me to the importance of Service Level Agreements (SLAs), Operational Level
Agreements (OLAs), and Key Performance Indicators (KPIs)—each a critical instrument in
maintaining and measuring service quality.
In summary, I no longer view ITSM as a collection of operational functions but as an
integrated system where people, processes, and technology converge to deliver value. My
thinking has evolved from technical troubleshooting to strategic service orchestration.
Most Impressive Topic: Cognitive Computing
and AI Services
Of all the content in the course, the subject that made the most lasting impact on me was
Cognitive Computing and Artificial Intelligence (AI) in IT Services, explored in Unit 5. This
unit introduced me to a future-oriented vision of ITSM—one that transcends traditional
service desk models and embraces intelligent, adaptive, and self-learning systems.
We delved into the architecture of IBM Watson, a cognitive computing platform that uses
natural language processing, machine learning, and data analytics to mimic human
reasoning. I was deeply impressed by its three-phase architecture:
1. Hypothesis Generation and Scoring
Watson parses natural language queries, decomposes them into components, and
generates multiple hypotheses. Each hypothesis is evaluated using a vast corpus of
structured and unstructured data.
2. Evidence-Based Learning
Using data-driven algorithms, Watson ranks hypotheses based on evidence and
confidence scoring. This process replicates human cognitive functions such as
inference, validation, and contextual reasoning.
3. Machine Learning for Improvement
The system learns from every interaction and outcome, continuously refining its
performance and improving over time.
Beyond the technical marvel, what struck me most was how cognitive computing redefines
service delivery. Traditional service desks rely on human agents and rule-based scripts. In
contrast, AI-driven systems like Watson can provide 24/7 support, personalized
recommendations, and predictive maintenance, thereby enhancing user experience while
reducing operational cost.
The applications discussed—from oncology diagnostics to legal case analysis—were not just
fascinating; they were proof that IT services can augment human intelligence, not just
automate tasks. This unit encouraged me to explore the ethical dimensions of AI, including
bias mitigation, transparency, and responsible AI governance—an area I am now keen to
study further.
Anticipated Career Challenges and How the
Course Prepares Me
As I prepare for a career in IT service management, I am aware that I will face multiple
challenges—both technical and strategic. The IT landscape is volatile, driven by rapid
advancements in cloud computing, edge networks, quantum computing, and AI. Staying
relevant will require not just continuous learning but also strategic thinking.
1. Adapting to Disruptive Technologies
Technologies like cloud-native platforms, blockchain, and edge computing are transforming
how services are designed and delivered. Thanks to this course, I now understand how to
assess the maturity, scalability, and impact of emerging technologies using frameworks like
ITIL and COBIT. I also learned how to navigate service innovation lifecycles—from ideation
to implementation.
2. Bridging the Gap Between Business and IT
One of the toughest challenges is ensuring that IT services align with dynamic business
needs. Through Units 3 and 6, I’ve developed competencies in stakeholder analysis, risk
management, value stream mapping, and capacity planning. These tools will be essential in
maintaining Business-IT alignment, a critical success factor in any ITSM role.
3. Developing Soft Skills and Leadership Competencies
In Unit 7, we explored the importance of emotional intelligence, team dynamics, and
SMART career planning. I learned that technical knowledge alone is insufficient;
communication, empathy, and adaptability are just as vital. The exercises on self-awareness
and leadership styles helped me better understand my own strengths and developmental
areas.
4. Ethical and Sustainable IT Practices
Unit 8 emphasized corporate social responsibility, data ethics, and environmental
sustainability. This was particularly meaningful to me. I now understand that IT professionals
must take ownership of the societal impact of their work—from energy consumption in data
centers to digital inclusion and accessibility.
Message to the Instructor
Dear Dr. Ling Zong,
I would like to extend my heartfelt thanks for your outstanding leadership throughout this
course. Your ability to weave together complex technical content with managerial insight
and ethical reflection has left a deep and lasting impression on me.
What truly distinguished your teaching style was your holistic approach—grounding
technical concepts in real-world case studies (e.g., IBM Watson, Tencent’s Cloud services,
Alibaba’s DevOps), while continually challenging us to think critically and responsibly. Your
willingness to share your global experiences and career lessons made the course come alive
in ways that textbooks alone could not.
I am especially grateful for your encouragement to pursue lifelong learning, to value both
depth and breadth in skill development, and to lead with integrity and empathy. Your
emphasis on professional growth and human development has reshaped how I envision my
role in the tech industry—not just as an employee but as a change-maker.
Thank you for being not just an instructor, but a mentor and role model.
Conclusion
The ITSM course has catalyzed a profound transformation in my academic and professional
orientation. From a narrow focus on technical operations, I have evolved into a strategic
thinker who appreciates the systemic, human, and ethical dimensions of IT service delivery. I
now understand that managing IT is about creating value, managing risk, enhancing
experiences, and enabling innovation.
Armed with the models, frameworks, and philosophies imparted in this course, I feel
confident in my ability to contribute to the next generation of IT services—services that are
intelligent, inclusive, resilient, and ethically grounded.
I am sincerely thankful for the opportunity to take this course and excited for the journey
ahead.
