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 staffs 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.
In any simulations involving multiple different groups, one
of more effective lessons learned is about gaining new perspectives. This
workshop took place in a room-sized environment that meant all of the
participants could witness how different groups in the "company" were affected
by different events, as well as where each group focused their attentions. In
this case, IT operations staff were 'shoulder-to-shoulder' with service desk
staff, business and IT managers. Unlike the 'real world', the efforts,
interaction, inefficiencies and the impact of decisions made by each group were
visible to all parties very quickly. When a newly introduced service failed,
the disruption was compounded by the fact that no one had told the Service Desk
that the new service existed. Both business and IT management knew about the
new service, and IT operations implemented it. But no one thought to notify the
Service Desk. The importance of a communications process was immediately
apparent.
Each round brought new insight into the interdependencies,
interactions and need for well-defined processes to make sure things were done
that needed to be done and that communications between the group was open,
effective and complete. Business managers gain insight into just what IT does
along with a better understanding of their fundamental value and contribution
to business performance. IT staff gain an understanding of how their business
counterparts' focus on revenue, cost and profitability is central to the
operation and success of the business.
It becomes clear that realizing the potential to positively
impact business performance requires IT managers to understand and focus on
business priorities, in order to make the right decisions for the business. Both
functions need a better understanding and appreciation of their colleagues'
perspectives and the metrics by which their colleagues are measured if they are
to successfully work together to maximize business performance.
A major tenant of BSM it facilitate and accelerate a shift
in IT focus from simply providing access to and maintaining the infrastructure
(essentially 'fixing things when they break and managing to operational
performance goals)' to an environment where IT promotes and orchestrates the
application of the infrastructure in support of business (whatever the business
is - education, retail, government, etc.) goals. The shift is from monitoring
to assure things are up and running to creatively managing and applying IT
infrastructure to assure that business goals are met.
If IT is to focus solving the problems and delivering
services that advance and facilitate business success they must understand the
metrics for success. They have to know what it takes for their business
user/client to be successful - then focus on providing the IT and technology services
that contribute to that success.
Another lesson learned, that applies to BSM, is the need for
well-defined processes. Operational efficiency and effectiveness result from
following and taking action based on well-defined processes and having defined
and documented those processes a head of
time makes all the difference when operating under pressure. However, don't let
consistency become a trap - review and update to eliminate what's not needed.
During one session, a manual process introduced during an earlier round -
almost sunk the revenue stream because it interfered with a newly defined
automated process. Review, evaluate, communicate - all applicable in
implementing any BSM program.
In
short, if BSM is to pay off, it is important that IT and business works as
teams. Today, emerging technologies in IT are more likely to penetrate the
consumer space before they hit the enterprise (think iPads, Smart phones,
etc.) As this consumerization of IT
continues, business staff will demand more from IT operations. IT needs to be
pro-active in identifying where and how they can contribute to business
success. In commercial enterprises, this requires being knowledgeable about
how, when, why of how revenue (or the major success metric) is earned. Be and
act as a part of a team that includes both business and IT personal. Know and
understand the relationship, interaction and interdependencies between IT and
business operations, that is the path to successful Business Service
Management.
