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The purpose of this paper is to develop and implement an efficient capacity and availability management tracker for information technology (IT) service delivery management that can be applied by analyzing base‐lined data, using quantitative project management and knowledge discovery techniques, for taking decisions on a monthly basis in resource allocation, optimum resource utilization and efficient service level management.

A ticket forecasting model has been developed. Also data were collected from fixed price running IT service delivery programs with about 200 or more full‐time employees working in each program, limited to four large service lines. Using Monte Carlo simulation, the data were base lined and applied to a capacity and availability management tracker. The results were then analyzed and conclusions drawn.

The findings suggest that the service provider was able to share the resources across the organization as needed based on demand, and overall the bench strength of the organization was drastically reduced. Also they were able to achieve better service level management. This has contributed to profit margin improvement in the organization.

The relatively small sample size (three programs and four service lines in one IT service organization) has impact on research implications.

The results have implications for practice in promoting IT tools and technique for capacity and availability management in an IT service provider. It is suggested that senior management may need to concentrate on adapting a positive approach promoting the usage of new IT tools and techniques in order to achieve IT service improvement, better performance and margin improvement.

This study has addressed the consequences of initiating an organization‐wide knowledge‐based process performance model for a popular strategic IT initiative. The study has answered the questions on better resource utilization and efficient service level management.

The purpose of this paper is to provide an understanding of the major critical success factors involved in knowledge acquisition from an aging oil and gas workforce by outsourced service providers and find the outcome. In addition, the authors are also interested in finding out the outcome for the client and the service provider by following these critical success factors.

The authors shortlisted two outsourced firms for studying, primarily because they deliver lots of service support work to oil and gas firms. For the exploratory nature of this case study, a structured, open‐ended interview was conducted. Through face‐to‐face interviews with 12 senior managers, primary data were collected. Upon content analysis of data collected, the framework was evaluated.

The results of this study indicate that both client and service providers can benefit by following major critical success factors for knowledge acquisition. From the open‐ended interview with the two companies, it can be concluded that the service providers are able to grow their technical and domain capability through knowledge acquisition from ageing workforce and reduce the cost to client.

The study has been restricted to two service providers, with majority of operations carried out of India, focusing only on US/UK‐based oil & gas firms. Implication on theory is, by following these critical success factors, it is likely to be easier to acquire the knowledge from an aging oil and gas workforce.

The service provider firms can build their knowledge capability, reducing the cost to both client and service provider. Further study with more service providers at the global level may help in pooling larger data. The primary contribution of the paper is in introducing the critical success factors with various associated activities that drive knowledge acquisition from an aging workforce.

The primary contribution of the paper is in introducing the critical success factors with various associated activities that drive knowledge acquisition from an aged workforce in the oil and gas industries. Second contribution is in highlighting the role of these critical success factors in gaining various benefits to client as well as to service providers.

The purpose of this paper is to capture and analyze the perception gaps with respect to the current usage and importances of the lean practices from the IT support service practitioners’ perspective.

A questionnaire was developed to capture the perceptions of the IT support service practitioners. The survey data were quantitatively analyzed by using statistical techniques which included testing of the hypotheses.

The analysis of the perception gaps revealed that even though all the gaps are statistically significant but gaps between different practices are not same. The gap analysis would be useful for IT support service organization in prioritizing the lean practices for implementation.

Lean practice applicability and implementation in IT support services is a relatively new domain, where mature empirically based studies are scarce. This study provides a sound basis for further research on lean implementation in IT support service area.

Quality Circle is a very effective program and low‐cost tool for implementing total quality management (TQM) in industry. A good number of manufacturing industries have so far adopted the Quality Circle program successfully, however the Quality Circle concept has failed in many other cases. To make successful use of the Quality Circle tool in manufacturing industries, knowledge and awareness of the probable reasons behind the failures of the Quality Circle is essential.

In this general review paper, after thoroughly reviewing literatures, the authors consolidate and highlight the probable reasons behind the failures of the Quality Circle, especially in manufacturing industries.

This study reveals that organizational Issues at the background stage; circle‐formation Issues at the implementation stage; and operational Issues at the operating/running stage of Quality Circle implementation, are the three main key areas of the problems which generally limit the success of the Quality Circle.

If the management is aware of and takes care of such anticipated problems, it is more likely that the Quality Circle programme will definitely be a success, leading to the effective implementation of TQM in the organization.

Total productive maintenance (TPM) is a very powerful program of equipment maintenance in manufacturing industries and is a direct part of total quality management (TQM). In the manufacturing industry, TPM is a very effective tool for improving product quality as well as productivity. A good number of manufacturing industries have so far adopted a TPM program in countries like Japan, as a part of their quality drive. However, in many manufacturing industries in India it has not been successfully implemented. For successful and effective implementation of TPM in manufacturing industries in India, understanding and awareness of the various possible causes behind its failure is essential. This paper aims to address this issue.

In this general review paper, after reviewing literature the authors consolidate, highlight and classify the probable reasons responsible for the failures of TPM in many Indian manufacturing industries.

In this paper, the various causes of failure of TPM in a number of manufacturing industries have been classified into three major categories of problems or issues at three different stages: organizational issues during the foundation stage; TPM implementation issues during the formation stage; and operational issues during the TPM running stage.

The recommended guidelines may definitely contribute to the Indian industry and also industries in other developing countries in Asia, Latin America and Africa. Consequently, the work has economic and commercial impacts. Economic, because it would allow to improve the productivity of the companies, and commercial, because it would facilitate the interchange and the positioning of products. In addition, it can have a high impact on the industrial relations of the workers and unions.

If management is aware of such probable problems, and becomes careful about them, the TPM programme can also be widely and effectively adopted in many Indian manufacturing industries, and they can achieve improvement in business competitiveness through improved product quality and increased productivity.

The purpose of this paper is to develop and evaluate a good knowledge management (KM) framework for IT services companies to provide an integrated approach to IT services for efficient knowledge management.

The framework is evaluated at three Indian IT organizations providing global IT services with successful KM programs dedicated to services. Expert interviews were conducted with senior management involved in the KM programs. Information collected was used for studying the KM framework implemented by each organization for services and then content analyzed and evaluated.

The paper provides evidence of various strategic, technological critical factors influencing the success of KM programs in IT services companies. Organizations with successful KM programs typically adapt attrition control measures, rewards and recognitions. Application of key enabler tools of KM help in robust knowledge management, reducing cost to client, helping companies to excel better.

Interviews are limited to three large companies in the Bangalore region. Future in‐depth studies across regions, with a mix of medium/large organizations would benefit from a larger and more diverse sample.

It is suggested that IT services organizations develop specific capabilities to create knowledge management system (KMS) for productivity benefits and increased profitability. To provide clear benchmarks for developing these capabilities, mainly from the outsourcing point of view, a KM framework for IT services is provided.

Integrated KMS is discussed from a unique perspective of IT services by integrating knowledge management and IT services. The paper also reviews customers' expectations from IT service providers. The paper conducts preliminary evaluation of the KM framework for IT services and provides a broader view for future research opportunities.

The purpose of this paper is to identify the critical success factors in gaining user customer satisfaction in IT outsourced services and find how it helps in the competitive advantage and customer retention for the service provider. Improving the service quality and customer satisfaction of outsourced IT service is the main rationale behind pursuing this research.

Three firms were selected for studying primarily because a large part of their IT support work is outsourced to multiple vendors and support work is carried out, both on site and offshore. A structured, open‐ended interview was conducted because of the exploratory nature of this case study. The primary data were collected through face‐to‐face interviews, with 12 senior managers. Extensive secondary data were provided by the interviewees.

The paper provides evidence that by following critical success factors there are few expected outcomes to client and service provider organizations, like user satisfaction for the client, and competitive advantage and customer retention in IT service‐providing organizations. As evident from the interview with the three companies, from their experience over the years of outsourcing the IT services, the service providers are able to sustain better employee retention. Customers have seen improved employee attitude and morale, increased productivity of the service provider, which resulted in reduced costs to customers over the years.

The findings were based solely on oil and gas organizations from North America and UK. Also, service providers for these organizations have the majority of their operations out of India, and again, the feedback from the customers may be focused only on these service providers, and may not reflect service practices in other geographic, economic or cultural settings. The implication of this research on theory is, by following these critical success factors, user customer satisfaction is likely to improve with outsourced IT services.

This research may help in reducing service provider burn‐out and improve employee retention. Lessons learned are that to be a successful IT service provider in a long‐run, one needs to understand the end user and executives of client, and also its own knowledge workers. Also, the findings may provide valuable insights for practitioners.

IT outsourcing is ultimately a people‐centric business. Many client and service provider companies make the error of assuming that it's a process‐centric event, or a simple business transaction. The best outsource service providers focus on morale, resistance, retention, and cultural evolution. Implementing effective service management will pay back in terms of better service and improved business performance, and result in stronger long‐term relationships between suppliers and recipients.

The purpose of this paper is to investigate the elements of lean concept and identify those principles which are applicable to service organizations, also, to compare the lean best practices with CMMI‐SVC v1.2 model goals and practices and find out the compatibility.

The capability maturity model integration (CMMI) for services (CMMI‐SVC v1.2) model, developed by Software Engineering Institute is a collection of best practices applicable to service operations. Lean concepts, on the other hand, originated from manufacturing but of late lean principles and best practices have been implemented in some services organizations. As lean concepts originated from manufacturing and CMMI‐SVC v1.2 from software industry, there could be some overlapping content and some differences and each may offer some distinct advantages. This paper is based on the review of the contemporary literature on lean concepts and CMMI‐SVC v1.2 model, including books, journal articles and handbooks. The authors involved a group of practitioners and experts with theoretical and practical expertise on the CMMI framework, software process improvements as well as lean principles and services to find out which lean principles are applicable to service organization and also the compatibility of lean and CMMI‐SVC v1.2 practices.

The authors have defined a set of lean best practices which can be applied to service organizations. It is concluded that integration and harmonization of both lean and CMMI‐SVC v1.2 practices is possible and in many ways the practices are complementary. In the future, a unified model based on both lean and CMMI‐SVC v1.2 can be developed by combining the best practices of both.

This paper has reviewed the lean literature and grouped the lean best practices which are applicable to service organizations. It has compared the lean best practices with CMMI‐SVC v1.2 best practices. Little research has been done on comparison of lean best practices with CMMI‐SVC v1.2 model.

The purpose of this paper is to develop and evaluate an effective employee retention plan for information technology (IT) service organizations as part of a knowledge management (KM) strategy.

The employee retention plan is evaluated at three IT multi‐national companies which are providing global IT services with successful knowledge management systems (KMS) in place. Semi‐structured telephone interviews were conducted with senior managers and team leaders of three companies. The data collected is used for studying attrition and retention and its impact on KM.

The paper provides evidence of various strategic, technological, and local issues influencing the success of retention and its benefit to KM programs in global IT service companies. Organizations adapt attrition control measures for long‐term benefit. These measures help in effective KM, serving the client at lower cost with consistent service levels.

Interviews are limited to three large companies in the IT services sector in the Bangalore (India) region. Future in depth studies would benefit from a larger and more diverse sample. It is suggested that IT service organizations develop and practice effective employee retention plans along with effective KMS.

To provide clear benchmarks for developing employee retention capabilities, an employee retention plan for IT services is proposed. The employee retention plan is discussed from a consistent delivery perspective and in view of effective KM practice.

The paper conducts an evaluation of the retention measures and provides a roadmap for future research endeavors.

The purpose of this article is to present a unified model by combining lean and CMMI‐SVC best practices. The model would be very useful for CMMI‐SVC organizations that plan to implement lean best practices.

The paper is based on the review of the contemporary literature on lean concepts and the CMMI‐SVC v1.3 model, including books, journal articles and handbooks. A group of practitioners and experts with theoretical and practical expertise on the CMMI framework, software process improvements as well as lean principles and services were involved to find out which lean principles are applicable to service organization and also the compatibility of lean and CMMI‐SVC v1.3 practices.

The authors have presented a unified model by combining CMMI‐SVC v1.3 and lean best practices which can be applied to service organizations. In the future they would like to implement their unified model within IT service organizations to check its feasibility and effectiveness in real world. It would also provide an opportunity to explore the strengths and weaknesses of the unified model, based on which it can be further refined and matured.

The model has been designed in such a way that lean practices can be plugged‐in to CMMI‐SVC model process areas. By including lean practices to CMMI‐SVC model, the process improvement initiatives will be aligned with the business objectives. The unified model will be useful to the organizations that would like to implement lean concepts within the CMMI‐SVC framework.