Propuesta de mejora del service desk basada en ITIL 4 para la gestión de solicitudes, incidencias y cambios en Banpaís
No hay miniatura disponible
Fecha
2026-07-01
Título de la revista
ISSN de la revista
Título del volumen
Editor
Universidad Tecnológica Centroamericana UNITEC
Resumen
La presente investigación tuvo como propósito analizar la situación actual de la gestión del Service Desk del Departamento de Tecnología de BANPAÍS, considerando la atención de solicitudes, incidencias y cambios, su alineación con ITIL 4, su eficiencia operativa, su capacidad ITSM y las manifestaciones de resistencia al cambio organizacional. En el Capítulo I se planteó la problemática relacionada con la necesidad de fortalecer el Service Desk como punto central de atención tecnológica, evidenciando oportunidades de mejora en trazabilidad, estandarización, medición y adopción de buenas prácticas. En el Capítulo II se desarrolló el marco teórico, abordando la gestión de servicios de TI, ITIL 4, BPM, COBIT 2019, KPIs, riesgo tecnológico, continuidad del negocio, experiencia del usuario y gestión del cambio, como fundamentos para interpretar el caso de estudio. En el Capítulo III se definió una metodología con enfoque mixto, predominancia cuantitativa, alcance descriptivo-exploratorio y diseño no experimental transversal, utilizando cuestionario con escala Likert, checklist de alineación con ITIL 4, matriz documental, matriz de evaluación de capacidad de procesos ITSM, plantilla de KPIs y entrevista semiestructurada. En el Capítulo IV se analizaron los resultados, identificando que el Service Desk cuenta con una base operativa funcional, trazabilidad aceptable, documentación relevante y prácticas consolidadas principalmente en la gestión de cambios; sin embargo, también se encontraron brechas en SLA, backlog, cierre documentado, medición sistemática, retroalimentación del usuario, capacitación y mejora continua. En el Capítulo V se concluyó que BANPAÍS requiere fortalecer su Service Desk mediante acciones técnicas, operativas y organizacionales que permitan avanzar hacia un proceso más controlado, medible y alineado con ITIL 4. Finalmente, en el Capítulo VI se propuso un plan de mejora gradual, orientado a optimizar la gestión de solicitudes, incidencias y cambios mediante lineamientos operativos, flujo TO-BE, matriz de indicadores, tablero de control, capacitación, gestión del cambio, cronograma de implementación y presupuesto estimado, con el fin de consolidar un Service Desk más eficiente, trazable y orientado a la mejora continua.
This research aimed to analyze the current situation of the Service Desk management within the Technology Department of BANPAÍS, considering the handling of service requests, incidents, and changes, its alignment with ITIL 4, its operational efficiency, the capability level of its ITSM processes, and the manifestations of organizational resistance to change. Chapter I presented the research problem related to the need to strengthen the Service Desk as the central point of technological support, identifying improvement opportunities in traceability, standardization, measurement, and adoption of best practices. Chapter II developed the theoretical framework, addressing IT service management, ITIL 4, BPM, COBIT 2019, KPIs, technological risk, business continuity, user experience, and change management as the foundations for interpreting the case study. Chapter III defined a methodology based on a mixed approach with quantitative predominance, descriptive-exploratory scope, and a non-experimental cross-sectional design, using a Likert-scale questionnaire, ITIL 4 alignment checklist, document review matrix, ITSM process capability assessment matrix, KPI template, and semi-structured interview. Chapter IV analyzed the results, identifying that the Service Desk has a functional operational base, acceptable traceability, relevant documentation, and consolidated practices mainly in change management; however, gaps were also found in SLA management, backlog monitoring, documented closure, systematic measurement, user feedback, training, and continual improvement. Chapter V concluded that BANPAÍS needs to strengthen its Service Desk through technical, operational, and organizational actions that allow it to move toward a more controlled, measurable process aligned with ITIL 4. Finally, Chapter VI proposed a gradual improvement plan aimed at optimizing the management of service requests, incidents, and changes through operational guidelines, a TO-BE flow, an indicator matrix, a control dashboard, training, change management, an implementation schedule, and an estimated budget, in order to consolidate a more efficient, traceable Service Desk focused on continual improvement.
This research aimed to analyze the current situation of the Service Desk management within the Technology Department of BANPAÍS, considering the handling of service requests, incidents, and changes, its alignment with ITIL 4, its operational efficiency, the capability level of its ITSM processes, and the manifestations of organizational resistance to change. Chapter I presented the research problem related to the need to strengthen the Service Desk as the central point of technological support, identifying improvement opportunities in traceability, standardization, measurement, and adoption of best practices. Chapter II developed the theoretical framework, addressing IT service management, ITIL 4, BPM, COBIT 2019, KPIs, technological risk, business continuity, user experience, and change management as the foundations for interpreting the case study. Chapter III defined a methodology based on a mixed approach with quantitative predominance, descriptive-exploratory scope, and a non-experimental cross-sectional design, using a Likert-scale questionnaire, ITIL 4 alignment checklist, document review matrix, ITSM process capability assessment matrix, KPI template, and semi-structured interview. Chapter IV analyzed the results, identifying that the Service Desk has a functional operational base, acceptable traceability, relevant documentation, and consolidated practices mainly in change management; however, gaps were also found in SLA management, backlog monitoring, documented closure, systematic measurement, user feedback, training, and continual improvement. Chapter V concluded that BANPAÍS needs to strengthen its Service Desk through technical, operational, and organizational actions that allow it to move toward a more controlled, measurable process aligned with ITIL 4. Finally, Chapter VI proposed a gradual improvement plan aimed at optimizing the management of service requests, incidents, and changes through operational guidelines, a TO-BE flow, an indicator matrix, a control dashboard, training, change management, an implementation schedule, and an estimated budget, in order to consolidate a more efficient, traceable Service Desk focused on continual improvement.
Palabras clave
BPM, COBIT 2019, ITIL 4, Mejora de procesos, Service Desk