Tag Archive | "IT Management Tools"

Convergence is in the Air or Clouds – Qmunity

Tags: Availability, Best Practices, BSM, Business Alignment, Business Service Management, CIO, Cloud, Cloud Computing, Cost Reduction, Forrester, Gartner, IT Investment, IT Management, IT Management Tools, Outsourcing, Service Level, Service Providers, Service Value, Spending, Transformation, Trends


I have posted a couple of new posts on NetIQ’s Qmunity and wanted to share here as well.  IT is under great Transformation to get to Service Brokers who can manage Service Governance.  This is the convergences of Development, Operations and Security functions within IT.  In the first post I discuss the convergence and the second post is on the topic of Service Governance and new research from Forrester.

Enjoy!

 

 

Overhauling Service Management – Developing, Operating and Securing

Previously I posted, “Why Service Management” discussing the melding of IT and the business for common objectives in managing, measuring and communicating service performance.  The recent Gartner Infrastructure and Operations Management Summit (IOM) also provoked the status quo of IT Operations andCameron Haight began to challenge and discuss a new term, DevOps, where development and operations are more closely aligned.  The post event Trip Report provides a glimpse into the many thought provoking challenges and discussions of the week.  continue reading…

 

 Communicating Service Performance – Beware of the Competition

We’ve discussed service management and the transformation that IT is undergoing with the catalysts being the cloud, service providers, SaaS, social media, collaboration, mobility, BYOD, etc.  The root catalyst is choice and options in the market and the competition speaks in terms of service value and service performance. I posted a question in LinkedIn regarding how much of your services are in the cloud today and expected to be next year?  Join the discussion.  The first answer was as I expected, a law firm that isn’t in the cloud and isn’t going there because of security concerns.  I responded as I bet they use services that are internet based, research likely, and thus they are in the cloud.  Just like a recent customer discussed having hundreds of apps in the cloud that now need to be reconciled, rationalized and managed for cost.  How did they get this point?  Easy, credit card subscriptions – cheap and easy to do business with.  continue reading….

 

Why Service Management?

Tags: Availability, Best Practices, BSM, Business Service Management, IT Management, IT Management Tools, Monitoring, Performance, Service Level, Service Providers, Service Value, Transformation, Trends


In my last post, Eat or be Eaten – IT Transformation UnderwayI discussed the transformation IT as we know it is undergoing. Last week I had the opportunity to listen to my good friend Eveline Oehrlich of Forresterpresent Reboot Service Management as hosted by ITSM Academy, confirming many of the discussion points from my previous post and had me thinking about my next series of posts.

The IT is being dropped by more and more folks in the industry and ITIL is being discussed less and less due to negative feelings surrounding it.  Business has reached the point of frustration hearing too much about IT, technology silos and processes at the same time the market has opened up with new buying options removing the perceived lack of competion IT has enjoyed for so long.

I initially was going to start this series with Why Business Service Management, however, after last week’s discussion led by Eveline, I also agree, to shed the IT and business delineations of the past. Now I ask myself what is it we need to focus on? Why is this transformation underway? The answer had hit me quite easily earlier this year, it’s simple. At the end of the day we need to answer a couple of simple questions:

  • Are we open for business?
  • How are we performing?
  • What is our current level of risk?
  • Are we operating efficiently?

These are the questions at the crux of this transformation into a center of innovation driving the business and a small operation managing the commodity as efficiently as possible. In slide 7 of Eveline’s deck, she discussed how technology demand is up even with declining revenues because organizations see the power that technology can bring their organization. There are 3 facets to this: Demand for technology, Growth of revenue and Decline of costs. The next few slides and discussion supported a complex environment, self service and support of technology and technology savvy workforce. The technology is moving to the business with the business buying their way into a center of innovation, leaving old IT to commoditize and operate the legacy. The credibility gap between the technology savvy business and the current IT organization is growing and thus the shift empowered by new, easy buying options.

Very few organizations perceive their current IT organizations will drive growth for their organization because most feel their IT organization does not understand the business. Businesses are seeking growth and customer loyalty far above just driving out costs in the current environment. The businesses are seeking guidance in applying technology to drive growth and are spending to see that happen. These will be the leaders of their industry in the coming year.

The most interesting chart in the conversation last week was slide 22 and where IT is placing their priorities. IT prioritizes efficiency and cost where they have a great opportunity to drive revenue, customer loyalty and competitiveness for the business in the market. I assume the folks attacking driving growth are in the minority as it is the greatest change for the current IT organization. The level of complexity to manage technology increases the more the business subscribes to their own disparate services across business units. As this gap grows, this is the point of inflection where I believe the new center of innovation will evolve from to centralize management again, but in a business fashion versus an operation fashion as we have today.

As the discussion began to come to a close, we look at slide 59 and 60 and see that 45% of organizations will have SaaS services by the end of 2012 and 60% by 2013 with businesses shifting from managing cost and focusing on business agility. This is why I found slide 22 interesting as most IT organizations are still focusing on cost. This is where I believe the center of innovation and operations for the new IT will evolve from because the current IT cannot answer the questions above and have no idea how technology impacts business. Most IT organizations manage all technology the same, box on / box off is equal to severity 1, when they should have visibility to business impact setting priority and how management focus of resources are applied.

So Why Service Management? To know if you are open, performing well, managing risk and operating efficiently. It’s about the service of your business, not the technology and the business is seeking roles, employees and service providers that drive growth, customer loyalty and market competitiveness. The question is will they hire the talent from the outside or will the inside evolve to transform the organization and become strategic to apply technology rather than just operate the technology.

It’s not just about contracting cloud services for the sake of it, but a strategy of applying the right technology, deployment option and manage it and bake that management into the service to manage and grow the business.  In the next posts I’ll discuss each question in further detail focusing on:

  • Are we open for business?  Availability and service views and management
  • How are we performing?  Performance of the service both from the technology & business perspective
  • What is our current level of risk?  Risk both operationally and from a security perspective
  • Are we operating efficiently?  Leveraging automation and standards

I believe technology will fragment and decentralize before coming back together with centralized management, but it will be management of services and the application of technology to drive growth, thus the center of innovation. The business is already creating this capability, it’s just a question whether the inside folks are part of the strategic movement or left with the operational management.

How is your IT organization evolving?

Michele

Consider Desktops in the Cloud for BYOD – NetworkWorld

Tags: Availability, BSM, Business Service Management, Cloud, DaaS, IT Management, IT Management Tools, Monitoring, NetworkWorld, Performance, Service Providers, Service Value, VDI


The Hub Commentary_

I’m not so sure I agree with this latest in the cloud development, Desktop-as-a-Service.   How many times do you rent this session before it would have been cheaper to just supply the device with software or deploy a VDI in your environment?  Renting is never cheaper.

However, it does insure a standard configuration and provides the most current version of the operating systems and productivity tools.

The other component I’m not sure I buy into is why the business should incur additional charges to accommodate employees bringing their own devices.  This will require both the rental and subscriptions to air time where wi-fi is not readily accessible.  We all use our devices for both personal and professional reason, so when does the cost of the subscriptions roll from the business to the person?

I haven’t been able to find the pricing to run the numbers, but enabling employees to access files and applications from their personal devices and from any location is part of doing business these days.  Paying by the drink and buying the air time for both personal and professional use smells like a pricey proposition.  If there were not revenue in it, the hosters would not be in business.

I do see having access for emergency situations useful.  Management must also be baked into the service as well to insure quality and availability.

Just because it can be in the cloud doesn’t necessarily mean it must be in the cloud.  Where is your VDI, in the cloud, sourced or on premise?

Michele

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Desktop-as-a-Service is an interesting way for IT execs to provide cloud-based Windows desktop sessions, as well as shared resources such as storage. DaaS can help companies roll out new desktops and support Bring Your Own Device policies.  (Read Full Article…)

CIO-CEO Disconnect a ‘Silent Killer’ – CIO Journal

Tags: BSM, Business Service Management, CIO, IT Management, IT Management Tools, Service Level, Service Providers, Service Value, Transformation


The Hub Commentary_

Great analogy, The Silent Killer.  Even the name IT (Information Technology) is dated.  IT as we know will go through significant transformation, if it stays in-house, in the coming years.  Often IT is outsourced to create change and thus the race to the cloud.  Today’s IT needs to die to come back to life as the center of innovation that drives business growth, customer loyalty and competitiveness in the future.

IT folks tend to avoid change, but I do not understand why this change is not being.  The roles are changing and changing to remove the commodity functions and boost the opportunities of those who remain with more strategic roles, but it does begin with the leadership of the organization.

The article ends with a prediction that 50% of initiatives will drive revenue by 2016.  As these barriers are crumbling and evolving into centers of innovation,  will history continue to repeat itself and leave the management as the after thought? Those who are successful with quality of service, innovation and growth will instrument and bake the management into these services, investments and strategies.  There will no longer be silos of technologies, but rather service performance.

How are you combating the Silent Killer?

Michele

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Priorities of CIOs and CEOs are often so far apart that it can impact business growth, said Gartner analyst Ken McGee. But the analyst said CIOs can help reverse this course by working on projects that will generate financial benefits to their organizations.

(Read Full Article…)

Amazon Web Services Helps Users Avoid Bill Shock – NetworkWorld

Tags: Best Practices, BSM, Business Service Management, Cloud, Cost Reduction, IT Management, IT Management Tools, Monitoring, NetworkWorld, Service Providers, Service Value


The Hub Commentary_

The pay-as-you-go model counts on customers over using without regard to usage thresholds, much like company provided mobile phones.  Cloud providers make it easy to get started and even easier to over use.  I commend Amazon for putting some basic thresholds and emails in place, but the responsibility to monitor and manage services resides with the customer.

The monitoring, management and security of services and workloads in the cloud are the responsibility of the customer to instrument.  These are the hidden and unaccounted for costs of the cloud.  That which sounds cheaper on the surface is rarely cheaper.  Frustration levels are high and the race to the cloud is fast, beware of hidden costs.

It is the responsibility of the customer to manage the service provider, monitor and manage service quality, security and usage.

How are you managing your service provider?

Michele

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Amazon Web Services users can now start receiving billing alerts that help them continuously monitor their cloud costs, the company said on Thursday.

10 most powerful cloud computing companies

One of the basic tenants of cloud services like those offered by Amazon is the pay-as-you-go model, where the eventual monthly bill will reflect actual usage. But when usage varies from hour to hour, it is always a good idea to log in to the AWS portal and check account activity on a regular basis, according to an Amazon blog post.

(Read Full Article…)

Cloud Computing Tools: Improving Security Through Visibility and Automation – CIO

Tags: Best Practices, BSM, Business Service Management, CIO, Cloud, IT Management, IT Management Tools, Service Level, Service Providers, Service Value, Transformation, Trends, Virtualization


The Hub Commentary_

Nice article last week walking through many of the security and management considerations when evaluating services appropriate for public cloud.  Security and Operations are coming closer together as architecture for services are considered for organizations.  This discussion illustrates the transformation that is occurring within organizations – the movement from operations to innovation.

The decision to move services to the cloud considers business impact and value in architecting and deploying services as well as security and management.  The service provider is providing the infrastructure, but the service is still owned by the contracting business and must be instrumented for management.

Likely not a thought of the author, but management of systems and services has always been a follow-on to new technology deployment and use.  I found the irony in the article that security was first and the management discussion followed.  The race to the cloud is fueled by the notion it is cheaper, but when the fall back is we can do it manually, write a few scripts, manually keep track of configurations and compliance, etc. I have to ask, how much cheaper can it be if automation and management are manual.

Management tools available today were built with different technologies and uses in mind.  The right management tool for the right technology should still be used, but what is surfacing is the requirement to stitch the fabric of the service, how it is deployed and managed together to gain a holistic view of the service.  The days of an atomic service on a single platform are long gone and waiting on management to catch up to manage all combinations of solutions and platforms will be an endless wait.  The best approach will weave together the fabric of service components with the proper management tools.

How are you stitching together your cloud strategy and is management an afterthought?

Michele

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CSO — Many enterprises are reluctant to move critical cloud applications out of their own data centers and into the public cloud due to security concerns. Yet the same automated, consistent provisioning that is essential to managing either public or private clouds (as well as to the process of thinking through a cloud deployment) can also offer the fringe benefit of improving security.  (Read Full Article…)

Looking At Cloud Strategy Through The Lens Of Value – Forbes

Tags: Availability, Best Practices, Business Service Management, Cloud, Forbes, IT Management, IT Management Tools, Performance, Service Providers, Service Value


The Hub Commentary_

Cloud for the sake of cloud and a technology will leave organizations following their competition.  I could not agree more and have many times commented here on The Hub regarding the use of the right technology deployment for the service, cost and value as described in the post on defining your services.

Now more than ever if IT is to achieve getting to service orchestrator ,they must start managing technology as a service over silo’d technologies.  This is going to requiring baking management into the services such that they are service enabled and provide proactive visibility as to their performance in real-time to mitigate risk and deliver the highest quality of services.

Management always lags new technology, but in this case to achieve the imperative of becoming a service orchestrator / broker / manager, IT has to evaluate a new way of managing the services they are responsible.  Yes, IT is responsible for the service regardless of how it delivered.

With buying decisions moving to the business, the job of managing services will get harder before it gets easier.  The business is taking over out of frustration to drive change, however, ownership of managing the service is being overlooked and putting IT back into the reactionary seat.  Now is the time to move from reactionary to proactive service broker.

Are you driving or riding as your business takes competitive advantage or loss?

Michele

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If the innovative ways that businesses are using cloud computing haven’t set off alarms within your organization, it’s time that they did. Enterprises that look at the cloud solely through the lens of technology will be left behind by more agile competitors that use the cloud to develop innovative new business models based on faster time to market, new modes of customer interaction and more efficient operating models. Likewise, ITservice providers that market their cloud offerings simply as technology solutions will be outmaneuvered by competitors that position their offerings based on the business value they deliver.  (Read Full Article…)

BYOD Policy Bites Vacationing CEO – Networkworld

Tags: Availability, Business Service Management, BYOD, IT Management, IT Management Tools, Mimecast, Mobile, NetworkWorld, Performance, Security, Service Providers, Trends


The Hub Commentary_

BYOD makes the headlines, it takes just one to spoil the party.  Mobility whether internally issued or personal devices all carry management and security management concerns and challenges.

After 20+ years from the days of mainframe, to distributed networks, now to highly mobile device du jour IT organizations must break the cycle of new technology first, management later.  Headlines are always an eyeopener for a wake up call.

IT is being outsourced rapidly and must develop the discipline to manage new technology and manage it accordance to business priorities.  For instance, many engineering firms are arming their field engineers with mobile devices.  Managing that mobile infrastructure is driving the business and must be managed as such as all services are not created equal.

This is a light offense and an article worth a grin, but should be an eyeopener too.  The worst is yet to come in the headlines.

Are you managing or hoping no one spoils the technology party?

Michele

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Mimecast CEO Peter Bauer recently found himself at the intersection of consumerization and IT management, falling victim to personal data loss as the result of the internal management policy he himself helped establish.  (Read Full Article…)

 

Operations Center – Clustering & High Availability – Qmunity

Tags: Availability, Business Service Management, IT Management, IT Management Tools, Performance, Service Level


Business Service Management Commentary on IT Service Management, Service Level Management & Performance Management

IT Management - High Availability

We on The Hub do not usually post tool specific posts, but today I’m going to point you to a great, best practices post by Tobin.  Yes, he does mention a product, but the post is more about setting up High Availability systems and what that means.

Often times when we speak with customers about Service Enabling their infrastructure and end-to-end visibility of services, we enter into a discussion of “nice to have” versus “must have”.  So why is management “must have” today and high availability relevant with management tools.  I always answer, “Do you want the pilot flying the plane blind without instruments?  Why would you run your business blind?”

IDC forecasts by 2013 >50% of IT budgets will be dedicated to Outsourced IT.  While most IT organizations are providing high availability of services, it’s not based upon priority.  90% of IT organizations are still a level 2 of maturity, reacting to events versus managing proactively.  Thus this tells us all technology is being managed equally when the business is shouting for management by priorities to the business and thus becoming more involved in buying decisions and deployment options.

Long story short, management and visibility is a must have to getting to proactive and removing the obstacles of embracing new technologies and services that drive the business.  This requires service enabling your infrastructure for visibility and then it must be treated as mission critical and requires high availability infrastructure to continue to deliver high quality services.

Do you treat your management systems as high availability systems?  Why not?

Michele 

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Configuring Operations Center (and other products) within a High Availability (HA) configuration tends to confuse people. I guess it starts with the basic requirement of needing an application/service configured in a manner that it has some level of Fault Tolerance (FT) and/or HA which in turn reduces the possibility of outages (system not being available for the end users). FT helps with HA, but FT is not HA. (more on that later)

Fault Tolerance (FT) is more about configuring the hardware of a system in a manner that in the event of a failure (IE: hard drive), without intervention, the system automatically recovers and continues to operate. The most common is around hard drives and leveraging “RAID” (Redudant Array of Independent Disks). Other solutions provide dual power supplies, NIC’s, etc.  Read More …

Where IT Dollars are Headed in 2012 – CIOInsight

Tags: Availability, BSM, Business Service Management, CIO, CIOInsight, Cloud, IT Management, IT Management Tools, Mobile, Performance, Service Providers, Transformation, Trends


Mobility and wireless network infrastructures are the big takers when it comes to IT budget planning for 2012, our latest study reveals. Even so, organizations are moving to the next stage of the IT infrastructure build-out across multiple budget areas, and our 2012 IT Investment Patterns Study shows how the strategy trends of innovation, integration and reversion are having a significant impact on 2012 spending patterns.  Read More Here . . .

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In this survey results for spending in IT Operations/Management/Governance are the only area with an increase is Data Center Management. Those that are following the lead of the service providers will see this as the management of the technology to deliver that consistent and stable IT performance for business value from my previous post. Mobile delivery options prevail as a leading technology as the consumerization / BYOD (bring your own device) of IT continues. However, these solutions must perform and be available to drive your organizations competitive advantage in the market.  This is the link to business for 2012 investments requiring the stitching together of data from the many systems and applications that are in place today and turning it into real-time actionable information.

Does your IT just run the business or does it drive the business?

Michele

Signs your IT Department needs an upgrade

Tags: Best Practices, BSM, Business Alignment, Business Service Management, Enterprise IT, IT, IT Management, IT Management Tools, Monitoring, Performance, Service Level


Here are a few topics around monitoring the Enterprise that are common problem areas for IT.   While this is not the entire list, it is a common problem area I hear about often.  Do you have more, please let me know.

1) You have many tools monitoring your infrastructure. While you may be feeding events from many tools into your favorite management tool (AKA: Manager of Managers), you still rely on the underlying consoles for day to day management (IE: while events are able to come in, you are not able to access other features of the underlying management tool to look at performance charts, issues actions against alarms, seeing topology maps, etc).

 

2) While looking at a sea or red, it is not quickly obvious which outages or performance problems should be worked on first. Is it easy for Level 1 operators to know that server1.mycompany.com is a critical component of three different important company Services (IE: EMail, Purchasing, etc) and server2.mycompany.com is a single node is a cluster of ten and not as critical.

 

3) The IT Department is graded on the availability of the Services (and/or systems) and you have to manually update spreadsheets at the end of the period (monthly, quarterly, etc) to determine your grade. You have no way realtime to see where you are at within an active Service Level period. You are not able to map current outages to key/important SLA’s.

 

4) It is not clear that help desk tickets have been opened for a problem identified by one of your management tools… or the current status of the ticket… or if change requests has been opened to address the problem.

 

When looking for your next upgrade, one stop shopping to a single vendor is not always ideal. The Enterprise has many tools from many vendors and while the one particular management tool has ways to integrate with third parties, it was not designed to do full fledge bi-directional integration. Most tools report on how you did for an SLA and ignore how you are currently doing.  Mapping of critical business processes and/or services is typically within a silo (IE: just that management tool, it might have some additional feeds, but not a true end to end view of the service and components supporting the Service). Many tools open tickets, but very few allow you to visualize all aspects of the total health of the device (think all the ITIL practices here).   Use a product that was designed from the ground up to integrate, correlate and visualize vasts amounts of data from several underlying management tools.

– Tobin

Rise of BSM 2.0 out of the Fiery Failure of BSM Marketecture

Tags: Business Service Management, IT Management Tools, Service Providers, Service Value, Transformation, Trends


“Data, Data Everywhere — Not a BIT of Intelligence Anywhere”

What is Business Service Management simply and why does it appear to have waned in discussion and answer the question has it failed, is the concept required, what’s new? Yes, the number one complaint in the market is still that IT does not understand the business, the level of frustration is rising and fuels the fire driving cloud computing and hosted services.

Business can buy easily, don’t hear about operational processes, technology and why things don’t work. They hear a service, price and value delivered.  So what is BSM and why did it fail and why is it still the fuel driving the outsourced market.

It is really quite simple, it became an marketecture umbrella for many over a large collection of tools focused on silos of management capabilities, ITIL tools and processes. I recently had the privilege to discuss the topic with my friend Jean-Pierre Garbani of Forrester Research and his recent article:  I&O Execs:  It’s Time to Rediscover BSM JP summed it up well in the opening, “BSM today has morphed into an Information Technology Infrastructure Library (ITIL) support solution,;rather than the pure infrastructure and application management vision that appeared seven years ago.”

As I reviewed many RFPs and spoke to many organizations during this era, the executive overview is always about connecting to the business and the need to manage IT in lock step with the business, but the requirements reviewed and projects are always the same:  ITIL incident, problem, change, configuration, asset management and generally service desk technology.

The second most popular technology during this era were the discovery tools that held the promise of mapping logical services out of physical infrastructure. What was quickly discovered is that it was a lot like drinking water from a fire hose. Tons of data that needed to be reconciled and for what purpose: business service logical mapping or technology configurations for the tuning and management of the physical infrastructure. What was difficult and could not be addressed auto magically with a discovery tool is the logical connection to business services.

So once again the concept is spot on, the implementation goes straight back to an operational focus – what IT knows. However the answer stares us in the face, we have tons of “data”, what we need is intelligent information by which to take the appropriate action at the right time. “Data, Data Everywhere –> Not a BIT of Intelligence Anywhere”. Many tools provide a wealth of fantastic data – performance, availability, configuration, process records (changes, incidents, problems), etc. by which to tune the technology, but it is the aggregation of all this data that transforms the data into intelligent information. There is no one magical tool that will deliver Business Service Management, it is a mindset and the transformation of the data when it will begin to speak to you as service information.

In one article, there were some recent survey results the author found shocking. What I find shocking is that after 20 years IT is still making a grade of a D+. We are in the midst of the usual circle that hinders recognizing the “B” of BSM – the Business. A focus on new technology for what is perceived as cost savings by acquiring technology on demand and not managing the hardware and software to operate the service. However, in the long run without strategy and management focusing on business objectives, what appears cheaper will have higher long term costs. Why are cloud based services and service provider offerings so popular? Under the veneer of the agility it brings organizations is the frustration business has with their technology organization. It is the failure of IT being exposed and outsourced.

Survey results continue to illustrate the number one global concern as the lack of understanding business and the priority and impact of technology on the business. The number one reason cited for lack of ITIL adoption/success was lack of management commitment. Those 2 citings alone speak volumes to me. I ask why there should be a focus on ITIL and why the number one focus isn’t driving business growth? This upside down focus is the fiery failure of the marketecture of first generation BSM.

Why aren’t we talking more about new and unique services driving business growth? Business moving to the cloud removes the requirement for operationally focused projects (ITIL) that have not delivered business value. In a recent Harvard Business Review survey, an observation was noted that the role of IT is shifting from “constructing and operating” to that of “acquiring and deploying”. I’m not so sure I agree that it is so much about deploying as it is about “service managing” and management of the suppliers. This will require very different skills and the transformation of roles within IT and will force the focus on the Business value.

The time has come for the Business Service Management imperative and Transforming Data into Intelligent Information focusing on driving business value. This does not require more monitoring tools and IT processes as much as it requires the following:

  • Service Identification, Classification, Business Prioritization (see previous post)
  • Integration and Aggregation of Data Sources
  • Service Mapping based upon Data Sources
  • Service Rules Weighting Data and Thresholding Data
  • Service Visualization
  • Service Trending Over Time
  • Service Intelligence in Real Time

IT organizations already have a wealth of data from their multitude of management tools. While I often hear, “we don’t know what our services are or we cannot map our services”. Generally, the data from several data sources currently in place can get to a 70% + service view with an aggregating, reconciling and visualizing approach and technology transforming the wealth of data into intelligent information. What is the value of this Transforming Visualizer of Intelligent Information or rather what is the cost of not having the Transforming Visualizer:

  • A single service impacting event costs your organization 1-2% of revenue
  • 85% of the time IT is Bulb Monitoring and reacting costing your organization 1-2% of revenue annually, every year
  • >80% of service impacting events are caused by poor process, lack of impact visibility and business correlation

Millions of dollars are spent annually maintaining, bulb monitoring and reacting. What if just 25% of what is currently spent is applied to the Transforming Visualizer? A 75% cost savings and the ability to monitoring revenue growth instead. This is what I still find shocking as I continue to read and speak about the same D+ grade after 20+ years.

The environment is getting more complex, the roles are being forced to change with the outsourcing of operations to the cloud and the requirement to drive business growth is an imperative today more than ever. The Perfect Storm of technology, service providers and business requirements to drive service value is in full force.

As JP points out in his recent paper, availability of services and the proactive service impact knowledge in controlling change in the environment both require the connection to business priority and objectives and plainly, knowing your services. I had the opportunity to speak with Thomas Mendel, previously of Forrester research on just these two topics in these two podcasts: BSM in the Cloud: Managing and End-to-End View Made Simple and BSM in the Cloud: Configuration Complexity Made Simple.

BSM is an imperative and will transform in focus to the aggregation of data, making the connection to the business to manage with priority in mind both for availability of services and the compliance of change to services in controlling the infrastructure. Transform your data into Intelligent Information with a business focus and a BSM 2.0 approach.

Business Service Management – Imperative or Not?

Michele

The CIO’s Challenge: Balancing Openness with Risk Management – Forbes

Tags: Business Service Management, IT Management, IT Management Tools, Security, Service Value, Transformation


The Hub Commentary_

I stumbled upon a great article written by an old friend of mine, Kevin Cunningham, from a previous software life.  Now more than ever the alignment of IT and business as I posted from an article regarding IT roles yesterday is a requirement.  The thought that IT is separate from the business is an antiquity.

I agree with Kevin, just illustrating that you can pass an audit knowing that things have changed, who changed them and were they approved is not enough.  Managing and mitigating risk while providing flexibility to apply the right technologies to drive the business forward.  New technologies and customers are driving shifts in how they expect to do business, when, where and from many devices.

As Kevin states, no one technology addresses all aspects and it will be key to bring the data together from each of the supporting technologies into a live view of the services of the business, assessing performance, availability and security.  Dynamic and mixed environments will continue to push IT organizations and will be led by the customer’s expectation of how they want to do business.  Those that embrace these technologies and put the management intelligence in place without restricting the desired flexibility will lead their markets.

How do you see the convergence and management of infrastructure and security as services to your business?

Michele

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One of the consequences of the global recession two years ago is a significant increase in IT risk facing global companies.

IT risk – the threat of negative consequences resulting from the operation of information systems – has spiraled upward for multiple reasons: large-scale mergers, acquisitions and divestitures and the resulting need to consolidate people and systems; greater use of IT hosting and outsourcing; the shift to replace full-time employees with temps and contractors; and new technologies like cloud and mobile computing. As a result, CIOs face a massive challenge: how do they balance the need for flexible and open access to their company’s IT infrastructure (so business can be conducted) with the need to mitigate IT risks associated with that access (so bad things don’t happen)?  (Read Full Article…)

Measuring Cloud Services with a Handshake or Storm Cloud

Tags: Availability, Business Service Management, Cloud, InfoWorld, IT Management Tools, Monitoring, Performance, Service Level, Transformation


A friend of mine, Richard Whitehead, recently posted two blogs (Two Lawyers and Shakin Up) on the topic of service level agreements, contracts and lawyers for cloud based services.  My favorite quote in these posts, “Send lawyers, guns and money”.   All I can say is, if it comes to lawyers, guns and money, it just ain’t worth it.  Far too much time is spent on the negotiation and perceived service missteps than is put into the quality of service and driving revenue.

This is a topic near to my heart as I embark this week to draft my own presentation on the topic, Cloud Service Contract Get Stormy, for the upcoming Data Center World Conference in Orlando later this year.  As an analyst, I would review many outsourced service level agreements against industry best practices, reasonableness and guidance regarding how to manage services.  There are a few common pieces of advice I suggest:

  • Service Accountability – you as the IT organization maintain ultimate accountability for the service to the business and your customers.
  • Operational Processes – you as IT no longer own “how” the service is delivered only that it is delivered in a manner that is acceptable.
  • Operational Tools – you as IT no longer own the management tools and technology that monitors the delivery of service.
  • Service Levels – accept the standard service levels, drive toward economies of scale and standardization.
  • Penalties – protect for gross negligence and harm to the business, not perfection for the sake of perfection.
  • End of Contract – data, who owns it, how is it transitioned – be sure the transition is covered to avoid hidden costs.

The first thing I suggest that organizations review are their services – not all services are created equal.  Some drive revenue, others drive out costs from the organization.  I’ve covered this categorization in another post Finding Your Services.  Classify your services and source the commodity services that are not unique to your organization.  The more unique, the more mission critical, the less appropriate it is to outsource unless you are early to market and do not have the talent in-house and need to buy it.  There is risk and reward to buying talent to deliver a market changing service and there is some forgiveness in the market for hiccups in this scenario.   Source with clear objectives and manage as such.

The second thing I usually end up discussing is “how” the service is delivered and “managed”.  Do you tell your electricity provider how to deliver electricity to you home or business?  Do you tell them the proper management practices and tools to use to deliver electricity?  And yet having adequate power is a piece of delivering IT services.  I believe what makes the sourcing of IT services different is that we as IT organizations have some expertise in delivering the commodity services and while we want to insure quality service, we need to step back and define the service and performance objectives and manage to those shifting our role from service deliverer to service manager.  It is up to the service provider to deliver the service and meet the agreed upon objectives.  The role of IT is shifting in these mixed environments to a service manager and communicator of service to the business as it drives revenue.  This is illustrated as the hottest growing job in IT is a Business Architect according to a recent article in InfoWorld translating technology as service performance to the business.

The next thing that comes up is the viability of the service provider.  This takes us slightly back to the previous paragraph to insure the provider has processes, practices and tools in place to reasonable manage the service without mandating how the service is delivered.  There are other points of reference here as well regarding their financial viability, duration in business, other customers, references not just for the good service, but references when service failed and how the provider responded.

Service levels and penalties is another topic of discussion and where visions of guns and lawyers dance around.  Go back to step 1 and remind yourself of the value of the service, don’t demand unreasonable service levels as they will come at a premium price and thus don’t impose high penalties also raising the risk of the service to the provider and thus cost to you.  Understand reasonable levels of performance, availability, responsiveness and security.  The more custom and imposing your SLAs and penalties, the higher the cost of the service and thus the higher the cost to manage the service.

Finally, do not overlook the end of contract transition.  Insure there are no surprises or hidden costs in transitioning systems, data, etc.

The final, final discussion is monitoring the performance of the service.  Budget 7% of the contract value to manage the vendor and service.  This includes the monitoring of the service to avoid those perception versus reality discussion of the health of the service.  It is still ITs responsibility to manage the service and know how it is performing to take appropriate proactive action in the event there is a hiccup whether that be to deploy additional resources, re-direct resources, etc. for services delivered in-house, by providers or in the growing mixed environment.

In the end, the choice comes down to “pay now or pay later”.  I find it money better spent to monitor, manage and nurture the service provider relationship in the delivery of quality service over paying a lot more to bring out the guns and lawyers at the end.  The first drives revenue growth, the second illustrates failure and lost revenue to lynch a scapegoat.

I too listened to the customer speak that Richard references in his second blog post that does business with a handshake and works toward driving revenue.  Lawyers and Government are not the answer to regulating cloud service providers – drive your own destiny and revenue.  Ok….back to my presentation, come to Data Center World and hear more!

Michele

VDI’s Impact on Network Infrastructure – ITBusinessEdge

Tags: Business Service Management, End-to-End View, IT Management Tools, Monitoring, VDI


The Hub Commentary_

Virtualized Desktop Infrastructures (VDI) can save organizations on the hardware with the thin client, but as Arthur points out there are additional costs to consider and with everything there is a break-even and savings point with volume.  We are back to the dumb terminal!  What is old is new again.

I do agree that there is a cost on the network and network bandwidth has to be planned for accordingly, much like video conferencing that gets left on long after a meeting and when we all received our first desktop and connected to a news download site as a screen saver.  Doh!

I’ll also mention that there are support savings to be gained as well in having such a standard end point to manage and service, however, the support organization will require an end-to-end management view of the infrastructure in order to be able to monitor incidents.  This requires the integration platform that brings all of the infrastructure together for a complete view as a service in order to pinpoint whether it is network, VM, the application, the hardware, etc.

I do believe the hardware savings is the small piece of the ROI when implemented correctly.  The support costs with the right tools to view the end-to-end performance will be the greatest savings to the organization.

How are you planning for your VDI implementation?

Michele

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It’s been clear for some time that the initial rosy ROI projections surrounding Virtual Desktop Infrastructure (VDI) didn’t exactly tell the whole story.  (Read Full Article…)

Organizing IT for Excellent Service – Baseline

Tags: BSM, Business Alignment, Business Service Management, Cost Reduction, IT Management, IT Management Tools, Service Level, Service Value


The Hub Commentary

If you want to avoid IT silos and provide more value and transparency back to the business this is a worthwhile read.

Randy

Building IT around the business services it provides, rather than around assets or activities, pays off.   Learn more about the direct benefits…

The Virtues of a Living Conversation Versus One Frozen in Stone – EMA

Tags: Business Service Management, Change, Cloud, EMA, IT Management Tools, Service Value, Transformation


The Hub Commentary_

I came across this piece by my friend Dennis this week and thought how appropriate in reflection of the many articles I read, post and blog about regarding the tremendous change under foot for IT organizations this coming year.  IT is facing competition from the multitude of cloud based service providers who are selling services directly to the businesses because they can communicate a service, cost and value and they make it extremely easy and attractive to purchase.  IT must make this change in communicating their services if they plan to remain strategic within their organization.

The other facet to this article that pops out to me as I recently experienced this in my own daily working is that of the software or technology being the problem.  In my case it was software being blamed for not working and being told this is how the software works.  I am the customer wanting information out of a system to measure the effectiveness of a marketing campaign.  I don’t care how the software work even though I work for a software company, I could care less if the system runs on a mainframe and is written in FORTRAN.  I want visibility of the data passing through the system without getting caught up in how the software works.  I also stated it isn’t that the software doesn’t work, it’s the implementation – garbage in, garbage out.  In this case, it is an incinerator and nothing comes out.

The business doesn’t care how many monitoring tools, networks, boxes, applications it takes to process transactions.  They want to visibility to the performance of their services requiring IT to implement end-to-end management views or business service management views.  This requires a top down approach in looking at your infrastructure and what makes up the service, requiring integration of data, transforming it into meaningful information by which to run the business.

All of this will require change for a change averse culture.  This will be a tough year for many IT professionals as Dennis points out.  They will need to:

  • Learn to communicate
  • Communicate in terms of service versus technology
  • Embrace new technology deployment options
  • Be catalyst for flexibility and agility
  • Can do change agents
  • Seek tools that enable, automate and help them

 

How ready is your IT to be the agent of change?

Michele

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EMA consulting once did an analysis of why strategic service management initiatives fail.  These ranged from cross-domain performance management initiatives, to configuration management initiatives with CMDB/CMS enabling foundations,  to company-wide asset management initiatives to name a few.    Of the top ten reasons for failure, only the bottom two (Integration and Discovery) were technology-related.  (Read Full Article…)

Business Service Management and Taxes!

Tags: Availability, Business Service Management, IT Management Tools


It’s everyone’s favorite time of year in the US, tax season.  It has a been a few years since Intuit experienced a major outage on filing day, but many of us loyal Turbo Tax, eFilers remember it fondly.  The original article appeared in ComputerWorld and while the headline hypes the dollars forked over by Intuit, I recall it was more of a rounding error in the larger Intuit revenue total.

It does serve as a reminder what an early warning systems can provide with proactive signals calling attention to degrading components and what service they are tied to and what the impact of the outage will mean.  In this case, there was a monetary loss, however, I suspect the bigger threat was brand and loyalty.

Intuit suffered a greater loss that I blogged on last year taking down their software-as-a-service Quick Books for several days.  This one must have felt more like a Dilbert moment where they had a back-up data center, in the same data center that experienced the power outage.  Doh!  This one I cannot say that an early warning system would have helped and this one was a bit more costly and again hit brand and loyalty hard.

I use these as examples that there are revenue costs to outages (1-2% of revenue annually and some single outages are 1-2% of revenue themselves), but there is also a difficult to quantify loss in customer loyalty and faith in the company.

I recall I had just filed mine when the outage started.  I was late that year, but an inch sooner than the outage.  I am still a loyal Turbo Tax eFiler, however, I don’t wait until the last minute any longer, but a sound business service management strategy and supporting tools are the dashboard to early warnings – just like your car.

What do you use for your early warning system?

Michele

So You’re Tracking SLAs…Now What?

Tags: Availability, BSM, Business Service Management, Cost Reduction, IT Management Tools, Service Level


I recently wrote an article about Service Level Agreements (SLA) and why I think they are so hard to manage and track.   Now what if your organization has its SLA implementation under control?   Your organization already provides reports to the management team and the customer showing accurate availability metrics for the business services your team delivers.

While working on SLA projects, I have found that we are intently focused on the end result…the reports.  The report needs to be accurate, show historical data, and perform reasonably.  After all, this is what the management team will see.  However, by the time you are showing the report to management or a customer, it’s too late.  The SLA violation has probably already occurred, and your company will pay the price.

SLA implementations need to warn you that a breach will occur.   In any SLA report, you can look at the metrics and determine that a business service was not available, but what was the root cause and how can it be fixed?   Better yet, how can future outages be prevented?   We know that management and customers will view the SLA reports, but the operations team also needs access to this data.   This is the team that is responsible for the IT resources, so they need a way to view availability metrics.  They need the ability to drill down into the business service and view what IT resources have failed.   They need a detailed list of outages and a way to view the root cause of these outages.   With this information, the team can research the cause of the issue and take action to prevent further outages from occurring.

Our goal is to meet a customer’s service level agreement.   A good SLA implementation will not only provide reports to the customer, but also give your organization the tools it needs to meet those SLAs.

 

Reaching Service Level Nirvana . . .

Tags: Availability, Business Alignment, Business Service Management, IT Management Tools, Service Level, Service Value


Ok, so we aren’t there yet.  The first part of getting over a problem is admitting that you have one.  How can we resolve the issues I brought up in my previous post?  Let’s talk about that now.
1.  Too many tools…
You are never going to reduce the number of tools you have down to 1.  Someone will always need this tool or that functionality.  So, to resolve this you need a tool that can pull data from multiple sources through integration.  Databases, APIs, web interfaces, traps, etc.  These tools do exist.
2.  SLA monitoring via trouble tickets
As I mentioned in my previous post, there is a lot of potential for human error here.  I would suggest to you that trouble tickets back up or provide the background reasons why the service level agreement (SLA) was violated but they should never be used to be those SLAs.  You also need your SLA to potentially have different thresholds for different parts/pieces.  Once you have integrated to the sources of information in item 1, then you should be able to build out your SLAs based on the business service taking into account the different parts of the service and areas where you have redundancy versus single points of failure.  Then being able to roll all of that up to a dashboards where you can see the results.
3.  SLA status based on Network availability
Total network availability should never be part of an SLA!  Your SLA should only include the parts/routes of the network that your service depends on.  The network availability is important, but not as important as the service availability.  Ultimately the SLA is there to insure that the customer can use the service.  If the service functions then the SLA is good, from the customers eyes.  You need to build a model for the service so that you can take into account all of the parts of the service both physical and logical and include a synthetic transaction to confirm that the service is functioning.  One last point here, if the service is available and it takes 5 minutes to log in, the customer sees this  as the service is down.  A well defined SLA looks at all SLA components from the customers point of view.
4.  Can’t get the data
This can be a hard nut to crack.  If you have the ability to get the data but because of political reasons you can’t get the data, then you have to involve the customer or customer advocate.  Ask things like:  How important is it to you?  Point out the holes and the areas you will be blind to.  What happens if this part fails and we don’t know it?  Ultimately this is either a big deal or it isn’t.  If it isn’t, fine.  If it is a big deal then you can leverage the pain that the customer conveyed to you to get at that forbidden data.  Use the customer as the club to get at the data if needed.  No one can argue (successfully) against providing good service to the customer.
5.  Technical vs business data
You have integrated your data from the different sources and built out a model of the service but the customer still complains?  Look at the service from a business point of view.  What tells me that the service is functioning?  Things like: transactions processed per (time period), web hits, database rows update, etc.  Now use this as data you need to integrate to.  Pull in this data along side your model to validate the technical with the business data.
6.  Data is too bad
Ok, valid point, but everyone starts somewhere and if you don’t start now, maybe your successor will do it.  To overcome this one, simply do everything as above only don’t show the results to anyone.  Instead use this data to improve the service, validate the model, confirm the SLA hours of availability, etc before the data is shown to the customer or management.  Use this time to improve your monitoring and functionality of your environment.
7.  SLAs just a punishment tool
Although I am sure you have seen this, it doesn’t have to be this way.  Instead of struggling to meet the SLA, change it, further define it, eliminate the false information.  Include the business information as mentioned above in item 5.  I have seen companies do this well and been willing to up the penalties they would pay during business hours, because they eliminated all of the non production information that they were paying for that had nothing to do with the SLA.  They also were able to exactly define the SLA hours, when 5 9’s were needed and when 5 7’s was fine.  This can give you some breathing room as well as allow you to more easily meet the defined SLA.  This can also allow you to setup different levels of SLA that then can enable you to charge more for those services that ‘must always be available.’
8.  SLA’s are only historical and I need real time
I hear it all of the time, I can’t worry about SLAs.  I am trying to deal with right now.’  A well defined SLA allows you to see the state of how things are right now AND they can give you predictive warnings as well.  Allowing you to be notified not just when there is an outage but also when (if nothing changes) you will violate your SLA in X hours or n minutes.  This can then take the service you provide to a whole other level.  Allowing you to see potentially customer impacting issues before they violate your SLA.  How can you afford NOT to set up your SLAs?
At the end of the day, well defined, monitored SLAs can improve how you are perceived by the customer and improve the service you provide as well.  Can we ever get to SLA nirvana?  Yes, I think we can.  It’s just a process that, when managed well and the correct information is gathered, really functions for you.
Lee Frazier