IT MANAGEMENT: Responding to the Digital Explosion

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Demands on IT have escalated with the exponentialgrowth of the digital business. Responding to those demands means choosing projects with the greatest impact.

Here are six key areas that can provide IT with the greatest return on the business’ investment: 1. An intuitive experience with a human- centric approach.Users today expect easy interactions with technol-ogy. According to BMC, as stated in their e-book Digital Transformation for Competitive Advantage, “From the way you provide support and share knowledge, to the applications your teams use to underpin effective service delivery, investing in a more human-centered approach is critical to your success.” Firstly, you’ll want to have a solid under-standing of what it’s like to consume the services you provide so you can approach things from the customer’s perspective. Secondly, you need to focus on the points of communications with your users. For example, mobile devices require a different ex-perience than do desktops (i.e., a responsive design that conforms to the small size of a phone). Thirdly, empower your IT employees with an intuitive experi-ence that enables them to be more productive.

2. Data-driven IT managementDigital enterprises thrive on rich, timely, and action-able information. States BMC, “The insights they gain allow them to decide where to innovate next, how to improve the customer experience, and how to drive greater efficiency in their operations and processes.” Do you have an accurate and up-to-date model of each data source you’ve deployed? You’ll want to be sure the information is being used effectively in your support, change, configuration, and other critical processes. By proactively analyzing the information you’re generating, you’ll be able to take corrective action before the impact of any issues is felt and business performance is impaired.

3. Agile AppsIncreasingly, businesses are judged on the quality and usefulness of the apps they provide. Speed to market and agility have become primary compet-itive weapons. According to BMC, “Streamlining your ability to procure, develop, provision, and manage apps will give you a huge advantage in keeping pace with rapid business change.”

4. Strategic use of automationAutomating processes can give you the ability to consistently accomplish critical tasks rapidly and with minimal use of resources, giving you a signif-icant competitive edge. States BMC, “The age of digital business demands that we rethink the role and value of automation as core to how we operate.”

5. Optimizing your infrastructureToday’s budget-conscious businesses need to get the best from the core systems they have. Ongoing operational optimization keeps the enterprise running cost-effectively. You need to proactively manage the assets you have and the services you deliver. “Knowing what you have, what it does, how hard it works, and how well it’s performing gives you an extremely solid founda-tion for operational excellence,” states BMC.

6. Compliance and risk mitigationStay vigilant to keep pace with current and emerging threats, both extrinsic and intrinsic. According to BMC, “You can make the process of staying compliant much easier, faster, and more cost effective by proactively monitoring system configurations and taking automated remedial action to counter threats.”

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MyIT, Humanizing theService Delivery Process

“We wanted a solution that put the user at the center of the interaction with IT. We launched this re-imagined solution as BMC MyIT.” Jason Frye, BMC In our ever-evolving and fast moving social and digital world, there is no room for friction between IT and the consumers of IT services. Friction hap-pens when each side of the service desk expects the other to see things from their perspectives. The truth is, what concerns IT is not generally the same as what the end user cares about. However, the customer is still the customer and achieving high customer satisfaction means understanding the space in which the customer lives and works -- in essence, humanizing the service delivery process.

Said Jason Frye of BMC, “Two years ago we real-ized a significant amount of friction existed between IT and end users. To help alleviate this friction, BMC undertook a project to reimagine the interaction between IT organizations and the people who rely on them.” Describing MyIT, Jason says that it is “per-sona-based and mobile-first, with a purpose-built social engine at its core. These advancements empower employees to find information, connect with their peers, request help, and communicate transparently across the business and IT.”

Satisfying the needs of the customer is not easy. They are used to paying bills with a click, commu-nicating instantly via Twitter and Facebook, and finding information with a simple Google search. At the same time, IT is pressured to cut support costs while the service desk is overrun by L1 calls. BMC’s MyIT makes improving service delivery both easy and affordable.

So what exactly is MyIT? It’s a self-service app thatuses location, role, and preferences to guide users to the answers and tools they need. MyIT relieves

much of the burden on your IT department by enabling users to accomplish key service tasks from their own devices.

With MyIT, users can request help, report an issue, or set an appointment with a simple text post. No more cumbersome forms. Context-aware services allows users to find people and resources in their vicinity. When a conference room is needed, for example, the office map displays available rooms and equipment.And through crowdsourced collaboration, issues are resolved faster. This helps IT reduce operations costs as level-one help desk calls are deflected, boost em-ployee efficiency as less time is wasted on technol-ogy-related issues, and embrace social, mobile, and cloud transformation to boost customer satisfaction.

APP FEATURESOffice Assignments: With a swipe and a click, employees can find and reserve work space.Context-Aware Floor Maps: Employees can quickly find what they need: Wi-Fi access points, conference rooms, etc.Crowdsourced Office: Employees share experi-ences and collaborate with IT on solutions.App Store: Give employees easy access to the hardware, software, and services they need.Concierge-Style Appointments: Employees can book appointments with office staff and IT.

To try MyIT online, go to RightStar’s website: http://www.rightstar.com/try-bmc-myit/

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ITIL BASICS:

Problem ManagementBest Practices

Sometimes confused with Incident Manage-ment, Problem Management has more to do with the causes of disruptions than fixing the disruptions themselves. Problem management begins with the aim to find the root cause of an occurrence.

The focus of Problem Management is to identify the root causes of service issues and take corrective measures to prevent recurrences.

The primary objectives of Problem Management are: 1) To uncover a diagnosis of the root cause of the problem; 2) To provide either a temporary fix or workaround to the problem; and 3) To control the error by leaving the workaround in place or perma-nently repairing the condition.

Here are six brief guidelines for implementing a Problem Management program founded on proven Best Practices:

1. Define Roles and ResponsibilitiesThe responsibility of the Problem Manager is to identify problems and analyze historical reporting that shows recurring incidents. The Service Desk Manager should be in direct communication with the Problem Manager to aid in the identification of Critical or High Priority incident clusters.

2. Focus on Root CauseCreate a documented Root Cause Analysis that describes what techniques will be used, such as Causal Mapping or other techniques that uncovers underlying cause. This is most successfully done as a group composed of representatives from the area of breakdown.

3. Communicate “Known Error” WorkaroundA problem becomes a “known error” when a root cause is found and a workaround is put in place.

The workaround should be communicated to all end-users who submitted an incident and the incidents placed in “resolved” status. The Problem record should be in “known error” sta-tus. The known error and workaround should be published to the knowledgebase for resolution at the Serice Desk. Once productivity is restored, the Problem Manager must decide if it is advisable to permanently fix the root cause or if the workaround should become permanent.

4. Weigh the Return On Investment (ROI)If the ROI for repairing a root cause cannot be achieved in 6 months, consider leaving the work-around in place. If the repair is feasible (or neces-sary despite the length of ROI), the Problem Manag-er may initiate a Request for Change (RFC). When the RFC is successfully implemented and closes, the Problem record can be closed along with any associated incidents.

5. Review the ProblemWhen the RFC is complete, the Problem Manager should review the problem to assure that any work-around in place is backed out, if necessary, in order to use the changed configuration item.

6. Focus on the CustomerWhile you may be temtped to focus on the most problematic infrastructure, the goal of effective IT Service Management is to focus on customers. Problem Managers should address the business unit with the most issues.

To explore BMC software tools for handling ITIL-based Problem Management processes, call RightStar at (703) 242-7200 or contact us via our website: http://www.rightstar.com/contact-us/

RightStar just finished an internal project aimed at determining custom-er value—what processes have been enabled or improved using ITSM tools and is that improvement measurable in terms of improved efficiencies or re-duction in the overall cost of service management?

To investigate, we set up interviews with ten Foot-Prints, Remedyforce, and Remedy customers rang-ing in size from small to large. Although there was room for improvement, especially around process consulting, overall the customers had a positive experience with RightStar. Additionally, most cus-tomers, despite their ITSM toolsets, operate at a relatively low level of ITSM maturity.

In a 2014 Gartner Study, “The IT Service Manage-ment Unified Framework: Linking ITSM to Business Value and Maturity,” Gartner introduced a new model, the IT Service Management Unified Frame-work—a single strategic view into the relationship between ITSM, delivery, maturity and business value.

The report begins by discussing organizations that use a bottom-up approach to ITSM, (what I refer to as the “necessary evil” concept), are not recognized by business stakeholders as providing value. ITSM should be part of an integrated IT strategy.

The Gartner Report recommends:• Determining the maturity levels and IT delivery optimization model needed to deliver value.• Defining the business value before developing the IT service catalog.• Mapping the processes to service requirements.

The Report introduces an extension of Gartner’s maturity model, known as the IT Service Manage-ment Unified Framework (ITSMUF). (see above)

Gartner is essentially saying that the old maturity model was not enough because it didn’t provide direction related to overall strategy and value. It is like complaining that the ITIL framework is not adequate because it doesn’t include work instruc-tions.

So, how does ITSMUF apply to customer imple-mentations?

• Process matters, but process linked to a defined IT strategy matters more. Using ITSMUF, custom- ers should outline a strategy that takes them to a focused set of IT services with associated value statements.

• All customers, no matter how small or immature, have a desire to move up the maturity model and drive real value. We can help them get there by first mapping out an IT strategy and deploying tools such as Remedyforce in a phased approach. ITSMUF is a strategic guide to improve service delivery and provide real business value.

Visit Dick Stark’s blog at http://dick1stark.com

Linking ITSM to Business Value and Maturity

by Dick Stark, President & CEO, RightStar Systems

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Application Lifecycle Management: Unleash the Power of Automation by Sohail Haque, Atlassian Partner Manager, RightStar Systems

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How to introduce automation in seven steps:

1. Assess your current situation. What procedures do you have in place now? Are any of them already au-tomated? Which ones are working and which are not? Where are the bottlenecks?

2. Identify your goals. What level of control do you need? How rigorous should your configuration and change control be? Are you aiming for a more Agile process or for a hybrid somewhere between Agile and Software Development Life Cycle (SDLC)? Do you have governances to adhere to, such as MIL, HIPPA or ISO?

3. Define your procedures. You can’t automate proce-dures you do not have or only partially have. The right tool can help you with this step but beware of intro-ducing stricter controls than you really need.

4. Make a checklist of your requirements and pro-cedures to show vendors as you research your tool options. Your objective is to find a match between your processes or your project’s needs and the tool’s features.

5. Phase in the implementation, starting with a small but real-life project. It may take several attempts to get it right but your vendor can help you.

6. Train your staff on how to use the tool accurately right from the start. Keep in mind that they may need to be convinced that automating and improving pro-cesses and procedures are “good things.”

7. Transfer existing project data to the new tool. This may mean just deliverables baselined at a specific cut-over, but it could require porting all historical data. Your tool vendor should be able to assist with this.

To explore Atlassian ALM automation tools, go toRightStar’s website: http://www.rightstar.com/atlas-sian-tools-services/

Application Lifecycle Manage-

ment, in a technical development

and support environment, relies on processes and

procedures that can be mundane, repetitive, and

seemingly unrelated to the goals of your project.

Plug your development project into automation and

watch it take off!

Years ago, when computing power and online data storage were much more expensive, companies often had elaborate manual procedures for version and change control. In fact, they sometimes needed an entire department to keep track of it all.

Now there are software tools available to lighten the burden, however, these tools need to be integrat-ed and processes need to be layered to control the movement of tasks. These vary from simple version control systems to comprehensive integrated systems covering all aspects of product requirements through development, release and maintenance. The most ex-citing tools follow current trends and use open source, relational database and client/server technology to provide highly flexible solutions on an ever-widening range of hardware and software platforms.

Compare the benefits of automating these processes with the liabilities of doing them manually:

Planning for Successful Change Management

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Managing change successfully is all but impossi-ble without good planning. Planning ensures that your organization is aware of the implications of the change you will undergo and has strategies in place to handle all reasonable eventualities. With the complexities of change, a solid plan in hand will make the bumps in the road easier to maneuver.

Here are four guidelines to follow when planning for change:

1. Have a Formal ProcedureHaving a formal procedure for planning for change can help you:• Take stock of your current position;• Identify what is to be achieved• Describe the who, what, when, where, why, and how of implementing the change objectives;• Assess the impact of the change on your organization and the stakeholders;• Confirm that the change is in alignment with your organization’s business strategy.

2. Formulate a Clear Change VisionPlanning for successful Change Management begins with having a clear vision of the scope and impacts of the future changed state. If the change vision is unclear then commitment from stakehold-ers is unlikely and change efforts will be short-lived. A clear change vision should provide direction and show how the individual projects and initiatives fit into the big picture.

In addition, the change vision should align with your organization’s overall mission. Resistance and lack of support will result from a misalignment of change and core business visions.

3. Document the Case for ChangeChange initiatives can fail when not enough thought is given to sharing the rationale and expected im-pact of change with stakeholders. This is why docu-menting the case for the change can be important. This document should include:• Why the initiative is being implemented;• What outcomes and objectives will result;• How the change will benefit stakeholders and the organization as a whole.

Involving key people in the overall planning can be a main factor in gaining their support of the change initiative. Without a shared vision of the change, other initiatives may take priority, making it difficult to align daily operations with the change goals.

4. Develop the Change PlanThe steps above provide the foundation for the development of specific actionable strategies to achieve the change. Your basic Change Plan should include:• The objectives to be achieved by the change;• The organization’s business, structure, and staffing arrangements to accommodate the change;• How the change is to be implemented, including how the change will be communicated;• The resources to be used;• The means by which performance in the changed environment will be assessed and measured (Key Performance Indicators).

A final note: Be sure your Change Plan is flexible enough to adapt to unforseen situations.

For more information about RightStar’s ITIL Process Consulting Practice, go to http://www.rightstar.com/services/itsm-process-consulting/

While every organization should consider the best way to approach Change Management based on their unique cultural and stakeholder perspectives, one factor is a must no matter what your approach is: Planning.

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Four Effective Strategies forIT Service Desk Managers

Customers today expect immediate access to services and knowledge which requires more from your service desk. How can you better equip your staff and meet your customers’ expectations?

“The view of the service desk as merely the entry point into IT is dated and no longer useful,” says Simone Jo Moore, IT Service Management profes-sional and blogger for BMC. “Consider how many touch points your service desk has in the organi-zation and how those impact relationships.” How satisfying the experiences with IT are can impact the well-being of the entire business.

Here are four strategies for IT service managers that can help to improve the effectiveness of your service desk, empower your technicians, and improve overall customer satisfaction.

1. Observe your customers behavior and understand their expectations.Your customers expect immediate access to ser-vices and answers. This, in turn, requires increased capability in the service desk. If you observe that customers are bypassing your support process-es and don’t want to talk with your service desk, your capabilities may need to be reevaluated and improved. By empowering your service desk staff with the knowledge and technology they need, they can provide better services to your custom-ers, thereby meeting their expectations and gain-ing their allegiance.

2. Know where your support knowledge is.To understand the capability of the service desk, you need to know where your support knowledge is. How far must customers and technicians go to access that knowledge? You’ll want to make knowledge easily available to technicians and customers. In return, you’ll boost productivity both at the service desk and customer levels.

3. Experience your service desk first-hand.“A good strategy is to personally experience how your support center operates, thereby verifying your customers’ grassroots reality,” says Ms. Moore. Don’t simply visit the service desk periodically, rather, take a seat in the middle of the operation, then listen and observe. “This full-on service desk experience enables you to provide a truer context to the data within the reports you receive each month. You are therefore better equipped to make more positive and timely decisions in what’s re-quired to move your service desk into a position of being a true strategic asset in providing IT services to your organization.”

4. View your service desk personnel as “knowledge workers”Your service desk is the face of IT. Customers ex-pect the person answering to be an expert. Empow-er your technicians with the knowledge they need to increase the capability of your service desk and improve customer experiences. Says Ms. Moore, “To redress the traditional view and build the reality of [your service desk people’s] role as relationship specialists in a way that provides depth to customer interactions, their knowledge must come out of the funnel and be allowed to stand proudly in front as a valued service.” Focus on building and sharing the knowledge capability of your service desk and you’ll see increases in support successes and positive customer responses.

To explore BMC Remedy Service Desk with fully inte-grated ITIL® incident management process and prob-lem management applications, go to http://www.rightstar.com/products/bmc-products/bmc-remedy-it-service-management-suite/

Interview with Herb Lamb, developer of RightStar’s PKISSO AREA Connector product:

What is RightStar’s PKISSO AREA Connector? It’s a lightweight set of Single Sign On plugins and authenticators for various BMC Remedy products. It accepts authentication from various third party SSO solutions (Windows based authentication, PKI Certificates, Common Access Cards (CAC), SiteMinder, etc.) and then uses that to authenticate a user into the appropriate Remedy product.

Is this product only for government use?No, we’ve installed it at both government and commercial locations.

Why did you originally develop PKISSO AREA Connector?Initially, there was a directive within the DoD to adapt all web based applications to utilize the PKI certificates linked to CAC cards as an authentication source. We developed the application to initially just use PKI/CAC as an authenticator. Over the years, we have adapted it to accept other authentication sources and to support other BMC Remedy applications.

Can you describe in more detail how this product works?A user accesses the target application using a specific URL. Our tool intercepts that request, verifies the authentication information, finds the appropriate linked ID in the target application and then authenticates the user into the target system with those credentials. It also includes an option to register new users if a linked user is not found.

How long does it take to install PKISSO AREA Connector?A typical Mid Tier installation is completed in just a couple of hours. Competitive solutions may require separate servers and several days/weeks of implementation and configuration.

Will there be an update in the near future?Yes, we frequently update the application as customers recommend new features. We also add support for new BMC products periodically. Currently, we are developing a new version that further simplifies installation and configuration. It will be available later this year.

To request a Free PKISSO AREA Trial, visit RightStar’s website at: http://www.rightstar.com/request-a-pkisso-area-connector-free-trial/

RightStar’s PKISSO AREA Connector