Recently in Service Reporting Category

Exciting times

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Well, life has certainly been a bit different recently. I will ignore the week spent feeling half-dead as we caught a stomach bug, and talk about the more interesting parts of life.

First a bit of blatant self-advertising. As some of you may know I wrote a book (a modern-day thriller based round the world's energy problems) and published it on Amazon and Lulu

Well, I was feeling inquisitive so I wondered if could get it published as a Kindle book, because we both have Kindles now and think they are ace. Good news for those who want to try it, it is an easy process. (Yes, I know the links above are all UK ones, but I have also done it on Amazon in US, Germany and France). 

Having done that, I though I would also try it on smashwords, as they distribute to other channels like Barnes & Noble, Sony etc. Then the fun began as I had to fight Open Office to reproduce the already accepted and printed manuscript in epub format. The fact that the PDF I had already worked fine on my Kindle - I checked it - was immaterial, you have to rejig it and play around with paragraph spacing and different ISBN etc. etc. Anyway, got it to work eventually. Of course, just after I had finished that, the original online publisher I used (Lulu) sent me an email saying they were now offering a whole range of epub distributions - was I interested?!?!

OK, so the good news is that having gone through all the rigmarole with smashbooks I now had a version that worked on lulu, and I have blasted it all over the place!!!!

Now, why am I boring you with all this? Well, there is always the vague hope that one or two of you might buy a copy as it's nice and cheap, but a lot of you will probably say "I haven't got a Kindle, or I've got an iPad or whatever." So here's the good news:

  1. Yes, it works on all sorts of devices. Of course, being run by computer people they are all different formats so we authors have to go through the tedium of converting it multiple ways!!
  2. You don't need a Kindle to read Kindle books - there is a free Kindle reader app for the PC, the Mac, iPhone, Blackberry (handy when you can't do anything else with it as the server's down?), the Android etc. There is also a free Adobe Digital Editions app for epubs. So you can read lots of cheap / free books on your laptop / pad / whatever.
  3. My apologies if the price keeps changing - the one part of the Kindle process that doesn't seem to work the way I expect is the pricing. I tried to make it about a quid (UK one pound) everywhere, as I didn't want to stretch anyone in these hard times!   

Now the other half of my life! 

I got stung by a wasp a couple of weeks ago. I've been stung before and not had any great problems beyond a bit of pain and a secret desire to eradicate all wasps worldwide. This time, however, I reacted quite violently and came out with a mega rash over my chest and arms so off we go to hospital.

Being a sad old computer process man, it was interesting to watch the stages:
  • Initial diagnosis / triage where the most important question was asked, namely was my breathing affected, fortunately no
  • See doctor, get treatment confirmed - some injections
  • Injections with check that they were correct ones
  • Check to see all is ok and explain about medication to be taken at home
  • Controlled emergency reaction as I suddenly collapse and my wife is somewhat worried by call of "he's not breathing"
  • Come round a few seconds later to find team of specialists doing what is needed - oxygen, drip etc.
  • Constant vigilance of blood pressure, which apparently dropped off edge of cliff earlier
  • Tests to see if I can talk, sit, stand, walk
  • Revisit by doctor to see all has been resolved
  • Close of trouble ticket and my wife drives me home
Now, if you can't see the parallels to an ITIL/CobIT scenario there I will be very surprised. Thank you hospital for having the right processes and the right controls.
Tim Stratton has just posted an article on Value-Based Management for IT. In essence, his Value-Based model addresses three fundamental aspects of IT:

  1. The Value Chain: How does IT design and deliver services?
  2. The Service Portfolio: What services does IT deliver?
  3. Value Realization: How does IT leverage this information to innovate?
Another way of saying it is: Business Service Management!

Going forward, it'll be interesting to apply the value-based model to cloud computing.

Read the article >>

BSM Definition

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A friend of mine just pointed me at this Wikipedia definition of BSM. Whilst I like some of the entry, I must admit that I'm not keen on the first couple of paragraphs, which seems to imply that BSM is a bunch of management tools you buy from one or more vendors.

As one of the people, who can actually claim to have been involved in the very early formulation of BSM (at BMC), can I please explain what we were trying to achieve and what I think BSM really is? It has grown and developed since then, but I think a few key points are getting lost in the plethora of tools.  

  • BSM is not a bunch of tools. You cannot buy it.
BSM is actually a mindset. Everything you do has to be from a business point of view. This is absolutely key. Once you get this, everything else flows on from here. Tools are pointless if you don't have the mindset and processes to exploit them.

For instance if I walk into a motor manufacturer IT department and ask an employee what he/she does, the correct answer is I sell cars - not I monitor Oracle.

Once you have this, then you look at things like ITIL and CoBIT to help you achieve your goals.

  • You don't need all of ITIL - choose the bits you need
My big hang-up with ITIL is that it demands you learn its grammar and syntax and vocabulary. Sorry, I know why I need a CAB, but I couldn't care less what the initials actually stand for. Use ITIL as a means to achieve the first bullet, not as a gospel that has to be followed blindly. 

  • BSM is two-way
Everyone loves to talk about the business impact of a failed router or whatever, but  that is only a small part of the story and an example of IT impact on the business. 

What most people forget or ignore is the other way - the impact of business on IT.  One of the definitions cited in the Wikipedia entry says that BSM is a 

"strategy and an approach for linking key IT components to the goals of the business. It enables you to understand and predict how technology impacts the business and how business impacts the IT infrastructure." 

I would actually say services rather than components, but I see too many people getting bogged down in the first half and forgetting the second. Actually you have to get the second half right before you can do the first. There is no way you can design an IT infrastructure if the business hasn't told you what their goals / budgets etc. are. I can design you a sub-second 24x7 system, but do you need it and can you afford it? It may be right for some business services , but not all etc. 

  • IT and business need to be co-joined.
If IT does not have a place on the board with equal or greater importance than other departments like manufacturing, sales etc. then get another job. BSM has no chance in a place like this, as IT will always play second fiddle. 

However, this also means that IT people have to learn to not  talk IT when they meet anyone from outside their department, and that business people have to say what they need rather than what they want.

  • Don't run stuff in-house that should be outsourced
BSM is not about protecting IT - it's about running IT in the most efficient and effective manner possible for the business. For example, if you know nothing about networks, get someone else to run them for you.

  • Make your contracts business based, not component
Any contracts you have with service providers, or you have with someone outside your organisation should be based on the delivery of that service, not on the availability of server no. 843, which is meaningless.

This raises some very interesting questions on who measure the service and reports on it and with what regularity? Are they measuring it from your point of view or theirs? I don't care if the service provider uses carrier pigeons if the service meets my requirements. I have no interest in how they do it, I just need to know that it will work and how they will respond when it breaks? 

  • Don't run something just because someone else does or you read it somewhere
Every business is different. Your company goals are different. Your strategy is different. (If not, then merge and save some money). Ergo, your IT will be different.

There are many more examples I could quote, but I hope you agree that everything flows from the first bullet. If not, or you think I'm totally wrong, please let me know.

Reading through the articles on BSMReview.com, I started to wonder: "what is the problem?". Is IT really thàt disconnected from the business? Looking around in my living room and at the office, I can harldy imagine how life would be without any Information Technology to support me. And all of this is provided to me by companies in the form of products and/or services. Would I buy and/or use them if I didn't know what value they bring to me? No, of course not. Given that IT has penetrated already so much into my life, these "IT companies" must be connected to (or better say integrated within) "my business".

Interestingly some time ago I delivered an ITIL v3 based Service Portfolio Management workshop within a large Financial Institution. In preparing for this workshop we agreed to first focus on the question: "what is a service?". So I started by presenting the ITIL v3 definition of a service: "A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.". So far, so good. Then we looked at how to define a service and -more specifically- on how to define the business value of a service. Now when I asked the question "what is the busines value of your e-mail service?" the answer I got is "The e-mail service provides message traffic and storage of e-mail and e-calendaring". Does this describe a business value? Don't think so.

Looking at this sample, one might see it as a proof point that IT is really disconnected from the business and use it to justify a Business Service Management approach. Personally I wouldn't go that far. The only thing that it shows to me in this particular case is that IT is not able to articulate the business value of a service, but that doesn't mean the service doesn't have value or is not being used. On the contrary, the e-mail service sample above is one of the most used and appreciated service in the Financial Institute with an implicit value. Nevertheless and ultimately as one of the results of the workshop we came up with the following definition:

E-mail services provide value to the business when cooperative business communications are conducted without the constraints of location, device or time-zone. Value is created when IT operates for the business a store-and-forward messaging system, so that business employees can compose, send, store and receive e-mails with peers both inside as well as outside the business and in a manner that

  • Is accessible 24 x 7 x 365 across the globe
  • Allows only one outage of max. 5 min per 3 months
  • Enables messages up to 45Mb and mailboxes up to 100Mb
  • Supports protection of business confidential information
  • Ensures data availability and archiving within business policies

Similarly and on a bigger scale, I recently met with another customer (read: a service catalog manager within IT) who asked me to review his service catalog and provide feedback. Of course I accepted this and then found myself reading through a 193 pages thick service catalog printed on paper. When the guy returned after a few days and asked me for my opinion, I said: "Imagine that you are entering a restaurant and ask for a menu card. And when the waiter returns he delivers to you the cookbook of the chef. How would you feel?". He immediately got the point that the service catalog contained way too much information for their business customers. In addition I showed him that there was also information missing in the service catalog. And you probably have guessed this one already: it contained no descriptions of business value whatsoever.

Again also in this situation the reality was that all services in the catalog already existed and were actively being used by the business customers. So why then create a service catalog? Good question. In this particular case the main driver for producing a service catalog was IT's desire to explain what they deliver, however the business didn't ask for a service catalog and also was not involved in the creation. And like Bill Keyworth rightfully stated in The Why & What of Business Service Management: "BSM success is entirely dependent upon the willingness and skill of both IT and business to have an effective two way conversation ...one party without the other is doomed to failure.".

Reading through my samples above and several articles on BSMReview.com, I see a number of very specific issues and symptoms, but am still not sure what the main problem or need is for which we are trying to find a solution under the name of Business Service Management. When we define BSM as "the discipline that aligns the deliverables of IT to the enterprise's business goals" then I wonder what's the value in doing this? And isn't this already happening implicitly ? Is it really possible to define the package of whatever it takes to deliver the expected service to the business community ...in a way that they can understand and appreciate that delivery? To me this sounds a little bit similar like designing the perfect organizational structure, while we all know that this does not exist (otherwise everybody would have it by now...).

I realize that my statements are provocative, however I believe that a good understanding of and interactive discussion around the fundamental problem we are trying to solve should be the starting point for (m)any article(s) on BSM(Review.com). So let's first address the question: "Business Service Management: what's the problem?".

Looking forward to your comments.
o1

"You Answer It; You Own It!"

A customer-focused service culture designed with the customer in mind will quickly benefit from the practice of Total Contact Ownership (TCO), where there is no ambiguity of ownership and direct accountability when it comes to the customer experience and ultimate satisfaction.

Read the article »
Well, here it is: "Why Doesn't the Business Drive BSM? A Value-Driven Business Service Management Maturity Model" >>

BSMReview's Bill Keyworth and Rick Berzle evaluate the management of IT services from the perspective of the business, a.k.a. "business service management."

The negative impact of IT organizations being culturally and functionally disconnected from their business community is escalating, explain the authors.  As evidenced by the push to bypass traditional IT options through Cloud and SaaS initiatives, IT must enhance how technology is provisioned for the business.

The BSM Maturity Model described in this ground-breaking paper covers 5 levels:

bsm levekls

You can download it here for free (registration required) and let us know what you think >>
Apologies for the lack of blogging recently, but a combination of practising for a couple of Christmas gigs (I play keyboards and guitar) and being laid low by one of those tedious stomach bugs means that I have been somewhat occupied. Anyway, I am now out  of bed and the next practice isn't till later this evening, so I thought I would try and start a conversation on this whole cloud thing - makes a change from talking about Tiger Woods!

The title above is not the one I was going to use originally - I am more of the "Hey, you, get off of my cloud" generation (Rolling Stones for the youth readership). However, the song title, which Google tells me is from Oasis (grossly overrated IMHO) seemed very apt as:

1.Everyone has a different opinion as to what "Cloud" is, so
2.Every vendor has it, and hence
3.It is, like all new things in computing, the solution to all known problems, and therefore
4.It is also not the solution to all known problems, and will introduce a whole new raft of issues and problems.

For those who think that is a tad cynical, I have been in computing for 38 years - enough said.
Having said all that, "Cloud" will happen in some way or another and the data centre of the future will by definition be a selectively outsourced beast with e.g. one company running the network, another the desktop apps etc.

Hence, what I would like to throw open to debate is how do you set, measure and report SLAs in that environment? Who owns the service? Who reports to whom? Who knows how to react to a problem? Is it critical to them as a provider or critical to you as their customer? What does an outsourcing contract look like in a "Cloud" world"? etc. etc. 
Business Service Management (BSM) is a process, a mindset, not a product (as Peter Armstrong would say) so it is not a technology in the first place.  It is strategic, however, so let's take a quick look at each of Gartner's choices and ask:

"What has this got to do with BSM?"

Gartner's Top 10 Strategic Technologies for 2010

Cloud Computing. Cloud computing is a style of computing that characterizes a model in which providers deliver a variety of IT-enabled capabilities to consumers. Cloud-based services can be exploited in a variety of ways to develop an application or a solution. Using cloud resources does not eliminate the costs of IT solutions, but does re-arrange some and reduce others. In addition, consuming cloud services enterprises will increasingly act as cloud providers and deliver application, information or business process services to customers and business partners.
My two cents: Managing cloud services demands that companies must have a BSM strategy which can monitor and manage the physical datacenter, virtualization, and the cloud - whether it be public, private, or hybrid. We need ITIL in the Cloud and robust Cloud Service SLAs.

Advanced Analytics. Optimization and simulation is using analytical tools and models to maximize business process and decision effectiveness by examining alternative outcomes and scenarios, before, during and after process implementation and execution. This can be viewed as a third step in supporting operational business decisions. Fixed rules and prepared policies gave way to more informed decisions powered by the right information delivered at the right time, whether through customer relationship management (CRM) or enterprise resource planning (ERP) or other applications. The new step is to provide simulation, prediction, optimization and other analytics, not simply information, to empower even more decision flexibility at the time and place of every business process action. The new step looks into the future, predicting what can or will happen.

My two cents: OK, so now we know how to compete on analytics. But the decision-making process is much more complex than most people expected. Analytics are fine, but what we need is refined insight and critical understanding.  The Big Shift Index tells us about what we haven't thought about measuring yet! Where's BSM in all of this? Well, if your CRM and yoru ERP systems are mission-critical, then BSM ensures they deliver on their promise when you need it.

Client Computing. Virtualization is bringing new ways of packaging client computing applications and capabilities. As a result, the choice of a particular PC hardware platform, and eventually the OS platform, becomes less critical. Enterprises should proactively build a five to eight year strategic client computing roadmap outlining an approach to device standards, ownership and support; operating system and application selection, deployment and update; and management and security plans to manage diversity.

My two cents: Anytime, anywhere, on any device. BSM must be an integral part of managing virtualization to avoid virtual sprawl, if nothing else. Of course there's the end-user experience that needs monitoring as well.

IT for Green. IT can enable many green initiatives. The use of IT, particularly among the white collar staff, can greatly enhance an enterprise's green credentials. Common green initiatives include the use of e-documents, reducing travel and teleworking. IT can also provide the analytic tools that others in the enterprise may use to reduce energy consumption in the transportation of goods or other carbon management activities.

My two cents: Virtualization and Cloud computing will help IT become greener faster, by reducing the datacenter footprint.  And virtual collaboration can reduce carbon emissions. Isn't optimizing asset usage a BSM function?

Reshaping the Data Center. In the past, design principles for data centers were simple: Figure out what you have, estimate growth for 15 to 20 years, then build to suit. Newly-built data centers often opened with huge areas of white floor space, fully powered and backed by a uninterruptible power supply (UPS), water-and air-cooled and mostly empty. However, costs are actually lower if enterprises adopt a pod-based approach to data center construction and expansion. If 9,000 square feet is expected to be needed during the life of a data center, then design the site to support it, but only build what's needed for five to seven years. Cutting operating expenses, which are a nontrivial part of the overall IT spend for most clients, frees up money to apply to other projects or investments either in IT or in the business itself.

My two cents: See previous two cents <<

Social Computing. Workers do not want two distinct environments to support their work - one for their own work products (whether personal or group) and another for accessing "external" information. Enterprises must focus both on use of social software and social media in the enterprise and participation and integration with externally facing enterprise-sponsored and public communities. Do not ignore the role of the social profile to bring communities together.

My two cents: Have you noticed that Twitter is having availability issues lately?  I wonder if they use ITIL or BSM?  Same story on Facebook. Maybe they use ITIL-Lite.  There are unfortunately, some documented productivity issues with social computing, but we have an effective solution for improving knowledge-worker productivity.

Security - Activity Monitoring. Traditionally, security has focused on putting up a perimeter fence to keep others out, but it has evolved to monitoring activities and identifying patterns that would have been missed before. Information security professionals face the challenge of detecting malicious activity in a constant stream of discrete events that are usually associated with an authorized user and are generated from multiple network, system and application sources. At the same time, security departments are facing increasing demands for ever-greater log analysis and reporting to support audit requirements. A variety of complimentary (and sometimes overlapping) monitoring and analysis tools help enterprises better detect and investigate suspicious activity - often with real-time alerting or transaction intervention. By understanding the strengths and weaknesses of these tools, enterprises can better understand how to use them to defend the enterprise and meet audit requirements.

My two cents: See this survey on security management best practices.

Flash Memory. Flash memory is not new, but it is moving up to a new tier in the storage echelon. Flash memory is a semiconductor memory device, familiar from its use in USB memory sticks and digital camera cards. It is much faster than rotating disk, but considerably more expensive, however this differential is shrinking. At the rate of price declines, the technology will enjoy more than a 100 percent compound annual growth rate during the new few years and become strategic in many IT areas including consumer devices, entertainment equipment and other embedded IT systems. In addition, it offers a new layer of the storage hierarchy in servers and client computers that has key advantages including space, heat, performance and ruggedness.

My two cents: Wrong? We're going to see cloud storage take over this area, and it may or may not use flash memory.

Virtualization for Availability. Virtualization has been on the list of top strategic technologies in previous years. It is on the list this year because Gartner emphases new elements such as live migration for availability that have longer term implications. Live migration is the movement of a running virtual machine (VM), while its operating system and other software continue to execute as if they remained on the original physical server. This takes place by replicating the state of physical memory between the source and destination VMs, then, at some instant in time, one instruction finishes execution on the source machine and the next instruction begins on the destination machine.

However, if replication of memory continues indefinitely, but execution of instructions remains on the source VM, and then the source VM fails the next instruction would now place on the destination machine. If the destination VM were to fail, just pick a new destination to start the indefinite migration, thus making very high availability possible. 

The key value proposition is to displace a variety of separate mechanisms with a single "dial" that can be set to any level of availability from baseline to fault tolerance, all using a common mechanism and permitting the settings to be changed rapidly as needed. Expensive high-reliability hardware, with fail-over cluster software and perhaps even fault-tolerant hardware could be dispensed with, but still meet availability needs. This is key to cutting costs, lowering complexity, as well as increasing agility as needs shift.

My two cents: Now this is a BSM play if there ever was one!

Mobile Applications. By year-end 2010, 1.2 billion people will carry handsets capable of rich, mobile commerce providing a rich environment for the convergence of mobility and the Web. There are already many thousands of applications for platforms such as the Apple iPhone, in spite of the limited market and need for unique coding. It may take a newer version that is designed to flexibly operate on both full PC and miniature systems, but if the operating system interface and processor architecture were identical, that enabling factor would create a huge turn upwards in mobile application availability.

My two cents: Anytime, anywhere, on any device.  Didn't I write about that a few seconds ago? And don't we need our CMDB to track all these diverse devices and apps?

As you can see, I've attached Business Service Management (BSM) as an enabling IT strategy for just about all ten of Gartner's Strategic Technologies for 2010. And of course if it's a service provided by IT or even an external service provider, we're still going to need a Service Catalog for 2010. More on that in a later post.

Israel, where do agile practices fit into this? Just about everywhere as well?

What Matters is the End Goal

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Its strange how history repeats itself, fashions go in cycles, and every generation comes to them for the first time thinking these things are new, innovative and revolutionary. I guess it's because we're still human and we still need to learn the same lessons over and over again. We want to listen to advice, but can't, we want to learn from the past, but don't, we all want something that's called "common" but is far from it - sense!

May years ago now the company I worked for at the time brought a new concept to the marketplace. The analysts jumped onto it and made it their own and the market hype was all over it, it was the direction all business had to get to. Eight or more years on and we're still moving in that direction, the buzz died down, but the capabilities slowed and the term used changed from IRM to BSM.  However BSM was actually only a subset of what IRM aimed to achieve. With the complexities we find ourselves in today, with Virtualisation and Cloud computing the issues are still the same only in some cases magnified and the responsibility of ownership is moving. More and more the Business is, and will continue to, relinquishing ownership of the delivery of services to the employee (who make up the business) and allow suppliers to take over. It's something that has happened for centuries now. We moved from self-sufficiency to being reliant on others. Once, we all had wells in the garden to provide water for the household, now it's all provided through piped services. Once, we had to make our own small generators for the electrification of the Home, Farm or estate, now it's all provided through piped services. The list goes on, and so it is and will continue to be within the IT environment. Hence the need for Service Management to ensure we all have the disciplines, controls, standards and processes in place, controlled and managed to ensure delivery as required by the customers, whomever they may be.  Why did we move this way? Well for various reasons, economies of scale, cost savings, and to allow us to focus on our core competency without being dragged down by day to day necessities of life.

A slide on my website shows what is required to support the employee, who is at the centre of the business, and how these are more and more being delivered via services as depicted around the circumference of the sphere.  This slide goes back 8 years or more, so not new, but it appears it was rather a vision of the future, and more and more I can see it being fulfilled. Whether we use the same term or not is irrelevant, what matters is the end goal. Something that Geoffrey Moore of Crossing the Chasm fame predicted at roughly the same time.

Check out the slide and let me know if you see it being slowly fulfilled:

turbitt_internalexternalsp.jpg

Explains Richard:

Initially, compliance was an externally imposed distraction, representing just one more burden on an over-stretched enterprise and IT staff. But now, compliance activities not only provide data about current practices but also highlight areas where increasing the level of control could yield greater efficiencies in operation.


Read The Path to Compliance as a Business Strategy »
BMC Software announced yesterday the acquisition of Tideway Systems Limited, a UK-based, privately-held IT discovery solution.  As outlined in the press release, there is always goodness in IT delivering greater value to their business community through improved understanding of what IT assets are owned, what constitutes their relationships and inter-dependencies, where they are located and who owns them.  Tideway's contribution to that value is unquestioned.  (See Israel Gat's story on the acquisition announcement). 
 
BMC indicated that "the new offering supports the complete set of discovery requirements for BSM and features deep integration with BMC's Atrium Configuration Management Database (CMDB)." The yet-to-be fulfilled promise deals with the deeper integration of Tideway's IT discovery and BMC's Atrium Configuration Management Database (CMDB).  I'm assuming deeper integration as a result of the acquisition, else why the need to buy out their premier IT discovery partner ...except to remove that premiere offering from the grasp of BMC's competitors? 

Unknown is the impact to Tideway's existing partners such as Oracle and ASG Software Solutions.  What about the other 60+ Tideway partners and those customers who are dependent upon Tideway technologies?

We're also wary of any tool that promises to support the "complete set of discovery requirements for BSM" ...when true Business Service Management (BSM) requires discovery and mapping of most business oriented assets.  For example, does this mean that BMC is promising to support all types of business assets, including communication assets, manufacturing assets, inventory assets and transportation assets ...all of which include embedded IT components leveraged by commercial applications?  That would truly be impressive.

Finally, as IT management becomes more of a gating factor for the successful implementation of cloud computing, the BMC recognition that "visibility into the data center" and the need to "model, manage and maintain applications and services" is critical for cloud environments is welcomed. We believe the Tideway acquisition puts BMC in a stronger position to build a cloud-based CMDB which could become a core competence within BMC's solution suite, should they decide to pursue this value proposition. 

Welcome to BSMreview.com

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Agile BSM

Discussion around Business Service Management (BSM) has been ongoing for years ...and years ...and years. Yet it remains a fairly immature dialogue as vendors scope BSM to capitalize on their respective product offerings; as IT organizations struggle to articulate the desired end state; and as industry analysts deliver unique perspectives for purposes of differentiation.

Fortunately, the purpose of BSM is so fundamental, so basic, and so obvious ...that vendors, IT organizations, business managers, analysts and editors intuitively "get it" ...dwindling the confusion that so frequently accompanies newer technology concepts. This website is dedicated to the BSM dialogue by whoever wishes to participate. There is no fee to join ...no content that requires a subscription ...and no censorship of reasonable ideas and questions.

IT has been, is and will continue to be hammered for being disconnected from the business needs of the customer that IT serves. Sometimes the IT organization is adequately connected to the business entity, with the value simply unrecognized. More often, IT is guilty of diversionary focus on technology silos that business doesn't care about. BSM is the discipline that aligns the deliverables of IT to the enterprise's business goals.

That discipline comes in the forms of activities, technologies, tools, metrics, processes, best practices and people. BSM creates a laser focus on those deliverables generated by IT into something that is meaningful to the business community. If the IT deliverable is of no importance to the business function, then IT should eliminate or repackage it into a service that carries appropriate business value. BSM success is entirely dependent upon the willingness and skill of both IT and business to have an effective two way conversation ...one party without the other is doomed to failure.

Read my complete introduction: The Why & What of Business Service Management

About this Archive

This page is an archive of recent entries in the Service Reporting category.

Service Measurement/Metrics is the previous category.

Service Validation & Testing is the next category.

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