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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.
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Service-now.com will have the opportunity to participate in shaping the conversation of Business-Oriented Service Management and will gain insight into customer requirements through the use of surveys, polls, discussion groups, and other research instruments.

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In a recent BSMReview blog note I recommended listening to EMA's (Enterprise Management Associates) webinar discussing Business Service Management. They were in the process of publishing a new EMA Radar Report on the 'service impact" of implementing BSM technologies.

After watching the Webinar this week, I was disappointed with the incompleteness of the analysis.  My primary concern is how the analyst can you claim accuracy and objectivity  when vendors that have been long time advocates and thought leaders for BSM are excluded?   Even if a vendor doesn't respond to the analyst inquiries, it seems prudent to reference that fact and comment on information that is in the public domain. 

For example, I don't understand how you can have a Business Service Management vendor discussion without BMC being mentioned. I can kind of understand not mentioning Service-Now.com, but frankly I think most customers would be highly interested in one of the fastest growing SaaS vendors in the space and how they are positioning their solution in the context of BSM.  This begs the question, what other vendors are missing?

The Radar report positions 14 vendors (some which I am just now hearing about) and provides some insights, but I'm hesitant about buying into the outcome.  This makes me wonder if the report is highly influenced by EMA's vendor clients and, as such, is it biased?

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 >>
UPDATE: we now have a BSM Maturity Model (registration required) >>

One of our unstated goals at BSMReview.com is to create a maturity model for Business Service Management and beyond. Of course, this maturity model may differ slightly by industry, but the idea is to create a model which is good enough to create a "common roadmap" for IT and its business partners (yes, we will include cloud services).

To start the discussion, I've brought together some of the traditional thinking from IT 1.0, and some "edge insights" from people like JSB.

To start, let's look at Gartner's IT Management Process Maturity Model from 2005. Looks familiar, doesn't it? What should Level 5 and Level 6 look like? 

maturitymodel_gartner.gif


For nGenera, a few years ago, Vaughan Merlyn created a different sort of maturity model based on demand and supply:
maturitymodel_demand.gif

He asks:

Business demand is also a function of IT supply - low supply maturity will constrain business demand.  For example, an IT infrastructure that is unreliable and hard to use will tend to dampen the business appetite to leverage IT for business innovation and for collaboration with customers and partners.  Typically, if business demand gets too far ahead of IT supply, there will be a change of IT leadership.  On the other hand, if IT supply gets too far ahead of business demand, IT will be seen to be overspending, resulting in a change of IT leadership.  The most common patterns are that at Level 1, business demand leads IT supply; in Level 2, IT supply tends to 'catch up' with and overtake demand, and in Level 3, demand and supply are closely aligned. From the perspective of late 2007, we see the majority of companies at mid-Level 2, some at high Level 2, and a minority at either low Level 3 or high Level 1.  Why are so many at mid-level 2, and seem to be struggling to get to the next level?
Good question. Any ideas?

Then there's Accenture's Service Management Maturity model from their ITILv3 practice - they rightly state that ITILv3's focus is on business results; hence their advocacy for adoption:

maturitymodel_accenture.gif




At Deloitte, JSB and Tom Winans have built an interesting map for "autonomic computing" which is focused on the direction of IT's evolution. It's part of a series of papers on cloud computing. It's a technology maturity model, if you will:

maturitymodel_jsb.gif

Finally, I borrowed this SOA Maturity model from Infosys:
maturitymodel_infosys.gif


Taken together, we have enough food for thought and discussion, don't you think? I have this silly notion that a business service management maturity model must begin and end not with IT but the business.  And cloud computing will certainly play a giant role in this transformation from physical datacenter to cloud service grids.  And of course we'll still have to worry about compliance and security.

Once again, I'll defer to the JSB and Winans vision for the future.  After we get to autonomic computing, then comes the service grid:

maturitymodel_jsb2.gif



If I understand correctly, here's what they're saying: technology platforms will be business platforms.

With that, let's ask once more: what does a Business Service Management Maturity Model look like to you? 

UPDATE #1:

HP has an ITIL-view which is evolutionary:

maturitymodel_hp.gif

UPDATE #2:

IBM
gives us a look at a maturity model developed by Macehiter Ward-Dutton:

maturitymodel_ibm.gif

Stay tuned.

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

cloud computing

Says Annie Shum:

IT professionals should underscore the critical roles played by integrated virtualized service oriented management, governance, performance assurance, and analytics-based feedback loops. Together, they can safeguard the successful adoption and, ultimately, the viability of Cloud Computing in enterprise IT.

Read: A Measured Approach To Cloud Computing: Capacity Planning and Performance Assurance

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 Software as a Service (SaaS) category.

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