Q&A Part One: Chris Dancy of BMC Talks About APM and User Experience

Pete Goldin
APMdigest
Learn more about BMC

Some people call him the Social Media Guy. Some people call him a Futurist. Chris Dancy simply describes himself as a person who does not know any other world than IT.

APMdigest readers might be familiar with Chris Dancy's involvement in Servicesphere or the ITSM Weekly podcast, syndicated to 30,000 listeners monthly, but they might not realize that last summer he took on the new role of Director, Office of the CTO at BMC Software.

In Part One of APMdigest's exclusive interview, BMC's Chris Dancy talks about APM and user experience. You may not agree with, or even relate to, everything he says, but his perspective is unique and interesting, and he may just make you think about some aspects of APM or IT in ways you had not considered before.

APM: What will you be doing in your new role at BMC?

CD: I have a variety of roles. I spend a lot of time working with communications and our marketing teams. From the product side, I work with BMC MyIT in a limited capacity. I try to fill the void of what it should look like in three years. And that is really bold. You cannot safely say what things should look like and work like in one year. But I have been pretty accurate over the last two years of saying what is going to happen tomorrow. But that is not because I'm super smart. I super pay attention. You just have to connect enough weird dots.

APM: What are the main lessons learned for APM, and IT in general, in 2012, from your perspective?

CD: When it comes to Application Performance Management, my view is that applications need to perform for their designed outcome. What was unique about 2012, I think a lot of people were starting to look at the question of what products are – because we iterate and create and then iterate again, and let the market decide. Application Performance Management is difficult because we are constantly changing what applications are, which changes how we expect them to perform.

So if there's anything we should take away from 2012, it is the way that we think about designing applications in consumer facing ways. Maybe we need to look at the performance measurements in a new light. I often say for the service desk and enterprise software related to IT operations, it looks to me like we are on a starship with a wooden ruler. We are flying at warp speed, and we have a 12 inch wooden ruler.

Today we can't really apply the same metrics, at least from an IT operations standpoint – uptime, downtime, that type of stuff – because in the social network, Facebook never goes down. Performance management is really difficult to get your head around if something never goes down. Then it becomes experience management. Experience management is buzzy, like culture. It is unrealistic because it is as fluid as DNA and humanity.

APM: Are you saying you see challenges with analyzing the user experience?

CD: Right now it is really hard to get the user experience. You have to capture a lot of data. I think the problem with performance management, it is a moving target because people pervert applications to fit their lifestyle. They develop a relationship with the applications that is unique and not like the applications were designed for.

You don't know that a photograph or an upload speed or a cached version of something is more important to this person or that person, because they're using the same application in two different ways. To measure those things we actually need more sensors and more context awareness. More connectivity to other open systems would give context to why I'm using an application in the way I am using it.

We need bigger understanding of our relationship with technology at a human level, both a human chemical level and a human level from an anthropological sampling. How is technology changing us? If we are changing the rules to fit our needs, how do we measure someone who's going to constantly change? How do you measure a painting that someone is constantly adding to and taking away from without you knowing it? I think these are really big questions for 2013. Very daunting pressing problems.

APM: Do you think can you do that through technology? To actually be able to understand someone's motivations behind what they are trying to achieve with the technology?

CD: I completely think you could do this with technology. I wear three sensors during the day and five at night. I think there are ways that technology can help us help it.

Look at what we do now with application performance. If something crashes, would you like to send a report? That is so rudimentary. I would look at what the user did after it crashed. Did they go to the app store? Did they go to the web version of the app? I do think technology can answer these questions. It is going to keep learning from us.

Read Q&A Part Two: Chris Dancy of BMC Talks About Social Media

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Q&A Part One: Chris Dancy of BMC Talks About APM and User Experience

Pete Goldin
APMdigest
Learn more about BMC

Some people call him the Social Media Guy. Some people call him a Futurist. Chris Dancy simply describes himself as a person who does not know any other world than IT.

APMdigest readers might be familiar with Chris Dancy's involvement in Servicesphere or the ITSM Weekly podcast, syndicated to 30,000 listeners monthly, but they might not realize that last summer he took on the new role of Director, Office of the CTO at BMC Software.

In Part One of APMdigest's exclusive interview, BMC's Chris Dancy talks about APM and user experience. You may not agree with, or even relate to, everything he says, but his perspective is unique and interesting, and he may just make you think about some aspects of APM or IT in ways you had not considered before.

APM: What will you be doing in your new role at BMC?

CD: I have a variety of roles. I spend a lot of time working with communications and our marketing teams. From the product side, I work with BMC MyIT in a limited capacity. I try to fill the void of what it should look like in three years. And that is really bold. You cannot safely say what things should look like and work like in one year. But I have been pretty accurate over the last two years of saying what is going to happen tomorrow. But that is not because I'm super smart. I super pay attention. You just have to connect enough weird dots.

APM: What are the main lessons learned for APM, and IT in general, in 2012, from your perspective?

CD: When it comes to Application Performance Management, my view is that applications need to perform for their designed outcome. What was unique about 2012, I think a lot of people were starting to look at the question of what products are – because we iterate and create and then iterate again, and let the market decide. Application Performance Management is difficult because we are constantly changing what applications are, which changes how we expect them to perform.

So if there's anything we should take away from 2012, it is the way that we think about designing applications in consumer facing ways. Maybe we need to look at the performance measurements in a new light. I often say for the service desk and enterprise software related to IT operations, it looks to me like we are on a starship with a wooden ruler. We are flying at warp speed, and we have a 12 inch wooden ruler.

Today we can't really apply the same metrics, at least from an IT operations standpoint – uptime, downtime, that type of stuff – because in the social network, Facebook never goes down. Performance management is really difficult to get your head around if something never goes down. Then it becomes experience management. Experience management is buzzy, like culture. It is unrealistic because it is as fluid as DNA and humanity.

APM: Are you saying you see challenges with analyzing the user experience?

CD: Right now it is really hard to get the user experience. You have to capture a lot of data. I think the problem with performance management, it is a moving target because people pervert applications to fit their lifestyle. They develop a relationship with the applications that is unique and not like the applications were designed for.

You don't know that a photograph or an upload speed or a cached version of something is more important to this person or that person, because they're using the same application in two different ways. To measure those things we actually need more sensors and more context awareness. More connectivity to other open systems would give context to why I'm using an application in the way I am using it.

We need bigger understanding of our relationship with technology at a human level, both a human chemical level and a human level from an anthropological sampling. How is technology changing us? If we are changing the rules to fit our needs, how do we measure someone who's going to constantly change? How do you measure a painting that someone is constantly adding to and taking away from without you knowing it? I think these are really big questions for 2013. Very daunting pressing problems.

APM: Do you think can you do that through technology? To actually be able to understand someone's motivations behind what they are trying to achieve with the technology?

CD: I completely think you could do this with technology. I wear three sensors during the day and five at night. I think there are ways that technology can help us help it.

Look at what we do now with application performance. If something crashes, would you like to send a report? That is so rudimentary. I would look at what the user did after it crashed. Did they go to the app store? Did they go to the web version of the app? I do think technology can answer these questions. It is going to keep learning from us.

Read Q&A Part Two: Chris Dancy of BMC Talks About Social Media

The Latest
The Latest 10

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When the Database Is the Problem, Is APM Enough?

Production incidents rarely announce themselves as database problems. They appear as slow transactions, timeouts, rising response times, or an application struggling under a workload it previously handled. APM provides an essential starting point. It can identify a slow transaction path, highlight an affected service, and show that a database dependency is consuming more time than expected. But identifying the database as part of the problem is not the same as explaining what is happening inside it ...

From Cleanup to Prevention: The Future of Cloud-Native Cost Optimization

Cloud teams are under constant pressure to reduce spend without slowing development or increasing operational risk. They are deploying autoscalers, rightsizing workloads, enforcing resource requests, reviewing utilization dashboards, and building FinOps processes around cloud-native environments. Yet the results often disappoint ...

The Real Enterprise AI Risk Isn't Hallucinations

Ask most IT leaders about their biggest concern with AI and you'll hear the same answer: hallucinations ... Today, however, the conversation has shifted ... As organizations move beyond chatbots and experiments, they are increasingly deploying AI agents that perform multi-step tasks. These systems retrieve documents, query databases, call APIs, generate reports, write code, and make recommendations. The issue is not whether the model can reason. The issue is whether the organization can see, verify, and govern the decisions being made along the way ...

Beyond Buy vs. Build: The New Playbook for Data Pipelines

While organizations want to take control of their telemetry, building telemetry pipelines from scratch can be a very daunting, complicated task, even when leveraging open-source standards like OpenTelemetry. It requires specialized knowledge across distributed systems, data engineering, and security. This fragmented approach across systems causes higher operational costs; it puts a strain on resources and reduces efficiency as teams have to work with different interfaces and processes ...

The Corporate Network Is Fading - Here's What Replaces It

For decades, enterprise networks were designed around a simple assumption: work happened inside the office. Applications lived in centralized data centers, employees connected through internal infrastructure, and security focused on protecting the perimeter that surrounded everything ... But the way organizations operate today bears little resemblance to that environment. Cloud platforms host critical applications, employees connect from homes and airports as often as they do from offices, and partners collaborate through shared systems that exist far beyond corporate walls. In short, the corporate network no longer resembles the environment it was designed to protect ...

IT Leaders Must Establish a Network Data Architecture Practice

As an analyst who researches how IT organizations design, build, and operate their networks, I find that network data is a constant source of pain. Network teams struggle with data quality, fragmentation, authority, access, and trust. And these issues undermine everything they try to do. Here are the numbers: Only 45% of network teams are completely confident in the accuracy of their network source of truth, which documents the intent of their network ...

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The next observability gap may not be in the code. It may be under the rack. That sounds strange until you think about how AI incidents actually feel in the middle of an investigation ... The application dashboard may be accurate. It may also be stopping at the wrong boundary. AI systems depend on software, but they also depend on a dense physical stack: racks, power paths, thermal margin, maintenance activity and, in many environments, liquid cooling. Those physical dependencies can change slowly before they look like a software incident ...

TLS Certificate Expiration Is Becoming an Observability Problem

Certificate expiration is the rare outage you can see coming. Every TLS certificate carries the date it stops working, so the moment it will begin breaking connections is knowable in advance. That's what makes an expired certificate such a frustrating way to lose a service. What's changing now is how often that date comes around ...

Enterprise Cloud Observability: Choosing the Right Starting Point

Enterprises operate different combinations of workloads across cloud, hybrid and multicloud environments. For business-critical workloads, teams need to consider monitoring and observability early so they can detect health issues, investigate failures, and understand operational impact. Organizations place workloads on cloud platforms based on a combination of technical requirements, economics, existing dependencies, organizational standards, and business priorities. Their monitoring priorities therefore depend on what they operate and where those systems run. Those priorities will not look the same for every organization ...