Evelyn Hubbert Senior Analyst Forrester Research
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Transcript of Evelyn Hubbert Senior Analyst Forrester Research
TeleconferenceChampagne Management On A Beer Budget Evelyn Hubbert
Senior Analyst
Forrester Research
March 7, 2007. Call in at 10:55 am Eastern Time
2Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Theme
A combination of process and technology may help
overcome integration hurdles and provide cheap
but excellent infrastructure management
3Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Agenda
• The needs of a growing enterprise
• Management choices
• Pay-later model
• Avoiding potential pitfalls of ITIL
• Unlocking the benefits of ITIL
• Defining the information needs of a typical ITIL process
• Product choices
» Monitoring
» Service desks
» Process automation
• Recommendations
4Entire contents © 2007 Forrester Research, Inc. All rights reserved.
The needs of a growing enterprise
• Critical point when infrastructure monitoring becomes a necessity varies:
» Critical applications have been hosted on mainframes
» The enterprise grew faster than its management capabilities
» Number of calls from end users increase
» Lack of proper tools to support an operation center
5Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Management choices
A. Use of expensive integrated solution that frees you of future worries
» Benefit: All clothing needs are covered from head to toe
» Impact: But . . . this luxury comes at a price
B. Acquire a less expensive solution that will require replacement or integration with other solutions in the future
» Benefit: Individual pieces of clothing which fit together
» Impact: flexibility, cost savings
Pay now
Pay later
6Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Pay later . . . but there is hope!
• ITIL, XML, and process automation to the rescue
» ITIL provides process structure and best practice recommendation
» ITIL provides an indirect guide to the information that is needed to complete a process step
» Process automation and XML provide the magic integration sauce
7Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Avoiding potential pitfalls Of ITIL
• Trap 1:
» independent and domain-oriented groups enforce loosely coordinated processes
• Trap 2:
» Vendors are happy to oblige with products to match this divide-and-conquer
8Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Unlocking the benefits of ITIL
• Using a top-down approach
» Supporting processes not technologies
– Example:
• Step 1: incident detection
• Step 2: incident resolution
9Entire contents © 2007 Forrester Research, Inc. All rights reserved.
ITIL key approach: reverse order
• Process
» Define the most critical processes to implement
» Define all the process steps
• Product
» Define what information is required by each step
» Determine if there is a product that can deliver that information
• People
» Understand the skills that could use the product and contribute to the process
10Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Example: process information requirements
Process Information type Solution type
Incident management
Alerts and alarms from infrastructure components (hardware and software)
Ability to define alarm “fingerprints”
Component monitoring, end user experience monitoring, alarm analytics
Repository of known incidents and correction scripts
Knowledge base
Repository of service levels and service priorities
Service catalog
Correlate alarm to service Ability to perform root cause analysis
Application mapping
Document incident and pass it on to next level
Ability to follow up incident resolution
Service desk with ticketing and workflow ability
11Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Changing organization requirements
Process phase Tasks Primary role Secondary role
Detection Detect events Operation center Service desk
Classification
and identification
Assess
Known errors
Priority
Config. details
Initial support
Operation center
Investigation Assess details
Collect data
Diagnose
Escalate
Operation center
Level 2 support
Level 2 support
Operation center
Level 2 support
Operation center
Operation center
Resolution Workaround
Change
Level 2 support
Level 2 support
Operation center
Closure User satisfaction Operation center Service desk
Product type Potential users
© 2007, Forrester Research, Inc. Reproduction Prohibited
Aligning Process And Product Requirements
December 2006, Tech Choices “Champagne Monitoring On A Beer Budget”
13Entire contents © 2007 Forrester Research, Inc. All rights reserved.
IT process automation
• What is it?
Ability to launch a process in context and pass information from one process to the next
• What does it do?
Helps coordinate management applications and pass information from one application to the next
14Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Implementation recommendations
• Selling CMDB and ITIL to the organization is a pre-requisite
• The goal is to create a template for process implementation and CMDB extension
• Two choices:
» Select the most critical service and the most critical processes (but the available product set may not be able to support all management processes)
» Select the most critical process across the board and select a product set that supports it and define roles and responsibilities
15Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Product choices
• Monitoring: monitor key performance aspects in real time and over time
• Service desk tools: management of incidents and the communication of the resolution to the existing incidents
• Process automation: function as integration between monitoring and service desk solutions.
16Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Monitoring
ServicePilot
Run book/process automation
Service desks
Market mates
17Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Recommendations
• Low cost and high effectiveness are no longer mutually exclusive
» Smaller and innovative startups have produced targeted solutions
» Don’t fear integration issues
» Adopt a process-driven approach
» Understand the level of integration required
18Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Conclusion
• IT monitoring is no longer rocket science
» Infrastructure components become a commodity
» Better understanding of distributed systems
» Accepting IP as a communication protocol
• Size does matter
» Past a certain size of your infrastructure, think in economical terms: Contain IT operations in the long run
19Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Evelyn Hubbert
www.forrester.com
Thank you! Dankeschoen! Merci! Gracias!