Webinar Evolve IT Support With Proven Monitoring Approaches

Webinar Evolve IT Support With Proven Monitoring Approaches John Rakowski, Analyst, Advisor Glenn O’Donnell, Principal Analyst May 16, 2013. Call in at 10: 55 a. m. Eastern time @momskij @glennodonnell

Agenda › Enterprise IT challenges today › IT support today › Build a best

Three sets of forces are reshaping the approach to business competiveness What it means: Technology is the catalyst for business competitiveness, but customer experience is required for success. Your IT support organization is key to sustaining IT’s success. 2010 x le p m co s es sin bu nt e m n iro v en s ee y plo em e vy y or av s m log o ch lly chn e te ica dt n d ice rv da Ra -se re f sel we o y, ad mp e E s-r s ine s Bu 2012 2015 Beyond

Today’s IT support operations can be compared to the British relay team. . .

We tried to solve this with the NOC. . . © 2013 Forrester Research,

. . . but we misuse management tools “It’s not me, it’s them. ” “Yes, don’t worry about those red alerts; we know about them. ” “We can’t do that because Jim is on vacation. ” © 2013 Forrester Research, Inc. Reproduction Prohibited 7

Which has led to the “ATKHAATKM” approach to management Incident management approach today: › › › “All the king’s horses and all the king’s men” This approach breeds the wrong type of “IT hero. ” IT management value is really only seen when a major incident occurs. . . Is this really the “right value”?

No. of management technologies . . . vendors have tried to help with “the management solution curve” Management Unified management Monitoring Technology innovation © 2013 Forrester Research, Inc. Reproduction Prohibited 9

Which has led to a “confusing” array of choices. . . APM Service-level management Cloud management Virtualization Saa. S BSM Business transaction On-premises User experience DCIM

Real value comes from integration. . . but integration is “painful”. . . and potentially impossible. Infrastructure management Storage management CMDB User experience management Virtualization management

Which means our IT customers discover problems before we do. . . Was all this investment worth it? !

Where we are today? › Enterprise IT continues to become more complex. › › Lots of management solutions › Failure is a mixture of: Management solution investment has not brought the “promised” value. • Technology. • Process. • People.

Management solutions? ! I already gave you millions for that! You squandered it! A detailed plan or approach is needed! Do you really expect me to give you more? 15

Seven steps to a great IT operations center 7. Maintain momentum. 6. Focus on metrics. 5. Focus on tools. 4. Define operations center processes. 3. Bring the people together. 2. Define your goals. 1. Define the “S. ” © 2013 Forrester Research, Inc. Reproduction Prohibited 16

1 Define the “S” SERVICE-THIS AND SERVICE-THAT ARE HOT, BUT WHAT’S THE “SERVICE” ANYWAY? › Engage your customers. • Who are they? • What keeps them up at night? • What do they want? • What do they need? • How can you work with them to help? • Service portfolio management is a continual joint journey. Never, ever stop the dialogue! © 2013 Forrester Research, Inc. Reproduction Prohibited 17

2 Define your goals › Situational awareness for service management › Quality control Yes, this is a stretch. . . directly. › Productivity › Competitive prowess for your business › What else? . . . but not indirectly © 2013 Forrester Research, Inc. Reproduction Prohibited 18

2 Break down major goals into specifics HERE ARE SOME BRIEF EXAMPLES — THINK OF YOUR OWN SPECIFIC GOALS › Quality control • Reduce firefighting by 20%. • Reduce ATKHAATKM. All the king’s horses and all the king’s men* • Reduce change errors by 10%. › Productivity *How do you measure ATKHAATKM? FTE doing what? • Increase devices managed per FTE by 5%. • Automate the addition of monitoring on all new systems. • Increase incident load per FTE by XX%. © 2013 Forrester Research, Inc. Reproduction Prohibited No!!! 19

Goals must be measurable!

2 Be clear on your goals Goal Metric Reduce % of incidents change errors caused by by 10%. changes © 2013 Forrester Research, Inc. Reproduction Prohibited Current state Desired state 60% 50% Tactics › › Customer results Refine CM process. ADM feeds CM. . . etc. Higher customer satisfaction 21

3 Bring the people together › This will be your hardest challenge! You need

3 Consolidate the command center, automation center, and service center Source: March 1, 2013, “Evolve Your Operations Center For True Service Management” Forrester report © 2013 Forrester Research, Inc. Reproduction Prohibited 23

4 Define operations center processes REMEMBER TO DESIGN WITH YOUR IT CUSTOMER TOP OF MIND Source: March 1, 2013, “Evolve Your Operations Center For True Service Management” Forrester report © 2013 Forrester Research, Inc. Reproduction Prohibited 24

4 Interactions focus on IT customer experience Source: March 1, 2013, “Evolve Your Operations Center For True Service Management” Forrester report © 2013 Forrester Research, Inc. Reproduction Prohibited 25

5 Now, we can focus on tools › › Detect. › › Learn. › Link to business capabilities. › Change. Monitoring is not management. Record. Display. Monitoring Alert. Report (services context). Recommend. Analyze Predict. © 2013 Forrester Research, Inc. Reproduction Prohibited Context Automate 26

Do you know how many tools you have?

› 5 Your strategy will be a “Goldilocks” approach Tool purchases should emulate a shopping mall model. • Anchors — the megavendors • “Anchorettes” — the challengers • Boutiques — the small innovators and specialists Best Buy Boutiques JC Penney Macy’s CA Boutiques Oracle Food court EMC Shopping mall Management tools (individual functions) Managed tools portfolio example Source: March 1, 2013, “Revive Your IT Management Software Portfolio” Forrester report © 2013 Forrester Research, Inc. Reproduction Prohibited 28

5 Integration is required for real value FOCUS ON MONITORING FROM A CUSTOMER PERSPECTIVE FIRST! Unified console Business End user experience transactions Workload Database Photo order Application Business dashboards © 2013 Forrester Research, Inc. Reproduction Prohibited ITSM integration Automation 29

5 Use Forrester’s APM framework as a reference How many pieces do you have? Source: February 27, 2013, “Realize Practical Application Performance Management” Forrester report © 2013 Forrester Research, Inc. Reproduction Prohibited 30

The IT monitoring solutions market is hot! Analytics Freemium Customer communities Dev. Ops Saa. S Nonrelational DBs Reputation DCIM

6 Focus on metrics METRICS TO MARKET YOUR SUCCESS! › Stakeholders want to remain informed. • They hate surprises. Success breeds trust in your strategy. Trust leads to more funding. Funding leads to more improvement. Improvement leads to more success. › This virtuous cycle is the “cycle of winning. ” • But it won’t happen if leaders are unaware of your feats. © 2013 Forrester Research, Inc. Reproduction Prohibited 32

6 Focus on the right metrics to communicate success MEAN TIME TO RESOLUTION IS A GOOD OPERATIONS KPI MTTR MTTF › › MTTV Mean time to identify Mean time to know Mean time to fix Here is the opportunity! Mean time to verify Reduce waste by attacking MTTK. © 2013 Forrester Research, Inc. Reproduction Prohibited 33

6 Don’t just focus on the descriptive Perception The subjective perception of the services and products received by customers of IT services (see, hear, and touch) Descriptive Observable characteristics of IT and customer of IT services interaction Outcome What customers of IT services are likely to do after their interaction with IT › › › › Customer satisfaction overall Customer satisfaction with specific aspects of IT experience (products and services) Mean time to know Average time to resolve Average SD cost per incident Likelihood to recommend Likelihood to use product or service again Source: January 10, 2013, “Executive Q&A: Customer Experience Measurement” Forrester report © 2013 Forrester Research, Inc. Reproduction Prohibited 34

IT management is like a fitness 7 program You’re never done!

7 Try a “surge” to overcome inertia › › Your people are spread too thin to make improvements. Fitness programs are painful (no pain, no gain). • Get help with the pain. • Try third-party consultants. Surge Equilibrium Surge Interim equilibrium New equilibrium © 2013 Forrester Research, Inc. Reproduction Prohibited 36

Key takeaways Investigate which solutions you have in place to monitor user experience. In the next 90 days Start a management solutions audit based on the APM framework. Identify IT strategic programs that you can leverage for monitoring investment. Start to build the “integrate, ” “consolidate, ” and/or “buy” business case. © 2013 Forrester Research, Inc. Reproduction Prohibited 37

Thank you John Rakowski +44 (0)20. 7323. 7761 jrakowski@forrester. com @momskij Glenn O’Donnell +1 617. 613. 8826 godonnell@forrester. com @glennodonnell