In my previous blog post, I outlined the three key elements that people face surrounding the successful implementation of ITIL, which were processes, technology and suppliers. Let’s now examine these elements more closely to see how we can integrate them into our implementation.
Back in the “good” or “bad” old days, life used to be simpler for those of us focused on BSM. Application Management, though strategic, was domain-centric and BSM was where everything came together. But as technologies evolved, and a growing focus on real-time currency, in part due to cloud, caused a combination of panic and realignment in many IT organizations, APM became more cross-domain in nature and BSM became more of a watchword for strategies that get postponed for blue skies and quieter times ...
Implementing ITIL can be a very difficult task, especially with the considerations that need to be applied both within and outside an organization before committing. The organization’s business objectives, environment, structure, culture, people and, more importantly, attitude toward ITIL need to be considered ...
If you were promoted from a technical position to CIO, it´s clear that leadership and communication skills will take you much further than reading technicalities about virtualization engines. And if you are in a more technical position, it could have even more> impact.
This blog is the second in a series to help you getter a better sense of what kind of analytic technologies are available in the market today and how they might best apply to your environment.
By implementing ITIL best practices, companies in the public or private sector will experience positive results ... To better serve your customers and the organization where you reside, investing in ITIL could be the winning x-factor needed to jump-start this powerful journey ...
CIOs increasingly find themselves orchestrating Data Center infrastructure and process re-organizations so they can respond with the speed and agility necessary to achieve evolving business goals. Old ways of operation won't work. Adapting to changing conditions and responding to evolving demands can’t happen quickly enough. The result is that CIOs are embracing Cloud-based solutions at nearly twice the rate than they did two years ago, which also brings its own problems.
"Analytics" is -- like many words applied to BSM, service management and the management of applications and networked infrastructures -- a somewhat conflicted term.
In a previous blog I commented that I didn't like the Wikipedia entry for Business Service Management (BSM), and having checked with people involved in the original creation of the term, they seemed to agree with me.
The perception of many customers is that “IT is too hard”. Many struggle with different places to order different services, are unsure of the cost involved and do not understand the true value IT provides to the business. Part of this is because IT does a poor job marketing and selling what they do to the business. A service catalog is a great mechanism to market and sell IT services 24x7 and provide useful information about the services offered.
Today’s data center and business service operations and delivery environments are, and will continue to be, highly dynamic. They require active, intelligent and increasingly automated oversight and control of available assets (including infrastructure, processes, etc.) for reliable service delivery ...
What you might not realize is that enterprises need to pay as much attention to keeping their middleware running smoothly as they do to their applications ...
Innovation is the engine of economic growth. Organizations that innovate successfully (even to the point of rendering their own products obsolete) thrive, while those that do not lose relevancy.
On the day that Steve Jobs stood down as Chief Executive of Apple, my attention has been drawn to a commencement speech he gave at Stanford University in 2005 ... I think it can help guide us to a healthier and more productive attitude to ITIL, and all other guidance, best/good practices, frameworks and standards. I think there is also a useful message regarding advice from consultants and others.
Steve Tack, CTO of Compuware’s Application Performance Management Business Unit, provides insight on this month's BSMdigest theme -- interfacing with Business Service Management technology.
An outline of the BSMdigest August 2011 issue, which covered the many ways you interface with your BSM, ITSM, APM, BTM and related technologies.
A significant departure between traditional systems management approaches and Business Service Management (BSM) is that BSM enables IT teams to view technology not purely in terms of the health of individual infrastructure and application components, but as a set of cross-silo services that directly impact the business. Today's BSM dashboards must deliver the role-specific information that organizations need, in order to guide decisions that collectively improve the quality of business-critical services. With this in mind, here are five dashboard must-haves for BSM ...
Good mobile business applications are better than their PC counterparts because they are context-sensitive, aware of who is using them, and organized so essential features are easily accessible. The seven laws of effective mobile software design ensure that the mobile business applications used to manage IT in your enterprise provide the results you require ...
As IT ramps up business agility with cloud computing, business users engage directly in cloud sourcing, and consumer-driven IT drives higher service expectations, IT must step up to support an agile cross-domain service model. Cloud computing puts management and security at the forefront, and managing business service is no exception. Rather than adding yet more manual labor, or continuing to focus on low-level change and configuration management, cloud drives an urgent need for a more flexible and dynamic management practice based on automated service operations management.
What is the core business that your IT services support? Your vision should be mapped to the overall business goals of the company or organization. If you cannot map a goal as part of the vision, it probably doesn’t belong. This is a great exercise to build IT goals that will truly transform your IT services organization into a true business partner.
Well, let's take a quick look at some definitions from the ITIL 2011 edition glossary, and some comments from the 2011 edition books, add in some interpretation (yes, my subjective opinions), and see what conclusion we come to.
In today’s economy with sluggish job creation, there’s much talk about the change in skills required in today’s workforce. Drill down into the world of IT operations management, and there is an even greater shift happening, related not to the economy, but to cloud computing. The rapid adoption of private cloud architectures is creating ripple effects, not only on the way IT delivers services to its customers, but also on the types of skills IT requires to support these new architectures.
At a vendor-sponsored event earlier this year, I spent some time with IT and business managers that had participated in a simulation workshop. The object was to help managers and operation staff become familiar with a private Cloud operating environment, ITIL v3 best practices and a new set of integrated management solutions. It was an interesting and informative experience in and of itself. Reviewing the lessons learned during the workshop, it occurred to me that there were some too often overlooked insights that apply to organizations and enterprises pursuing a BSM operational environment.
Cowboy Service Management Practitioners and Consultants - there are too many out there. Just because you know some of the language, because you've been on an ITIL course or read the books, doesn't make you good. Yes, you need an appreciation of the text-book knowledge, maybe a few qualifications and training courses will also help, but there's no substitute for real practical experience, and lots of it.
The other day I visited a bank to introduce BSM concepts. The IT executives I talked to were very supportive of the ideas, and willing to move forward. But, they said, “How are we going to get this funded?” They had had a very bad experience in the past so they wanted to make sure they would be able to “sell” the BSM project internally. So I compiled some general tips that were useful to me in selling my products and ideas to customers, colleagues, and even to my wife (and she is tougher than all the rest, I tell you). It’s a Top 15. It’s like a Top 10, but 50% better.