Infrastructure management is undergoing a transformation. ITIL can help manage conflicting demands like – “low cost but high service quality”, “ubiquitous access but enhanced security”?

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March 17, 2009

Virtualization and BSM Tools

How Virtualization would impact Business Service Management (BSM) Tools

Posted by Yesudas Jayson Kurisinkal

Last month I was doing a server capacity assessment as my client wanted to move an isolated trouble ticketing tool to their existing Service Desk tool platform, as part of consolidation. The capacity assessment was initiated as per the established methodology of gathering the target server utilization and application performance metrics. While I was analyzing the processor utilization data, the physical processor details, and comparing it to the benchmark set by the tool vendor- I just couldn’t connect the dots! I realized my lack of understanding of a virtual environment; the Service Desk tool was implemented on a Virtual Machine (VM) and the monitoring tool (which I used to collect utilization data) didn’t support virtualization.

As you are aware from the industry buzz, virtualization is in and it will affect many aspects of Service Management - shorter deployment time, complexity of change management, new ways of doing capacity management etc. However, the key aspect would be the development of awareness and skills in virtualization technologies – for instance, the expertise required to do a change impact analysis or a root cause analysis.

Based on my above mentioned brush with virtualization, I believe the impact of virtualization on BSM tools would be felt in achieving the following:

  • Monitoring and Managing the virtual environment with the existing BSM tools, or adding more tools if needed.
  • Implementing the BSM tools itself on a virtual platform.

In Monitoring and Managing a virtual environment, the change would be more visible in the features vendors provide in their tools for Discovery (virtual and physical discovery), Monitoring (virtual and physical utilization, dynamic thresholds etc.) and Service Automation (from Power On/Off VM to Create/Delete VM).  Virtualization vendors also provide their own VM management tool kits (like vCenter from VMware or Service Center VM Manager from Microsoft) and the challenge of an existing Enterprise System Management tool would be to support monitoring and management of the virtual resources (e.g. monitoring via SNMP) and/or interfacing with the virtualization vendor’s management tools, as the leading BSM tool vendors are doing now.

Implementing BSM tools on a virtual environment?  If you count the number of tools (or modules) that forms your BSM platform, it would be no less than 5 and may go up to 10 or more!  Having multiple boxes with overhead in cost and maintenance effort, most likely, won’t attract a management buy-in. Hence, most customers would like to implement their BSM portfolio on VMs and also have VMs created for development and staging environments of the tool platform. Though some customers were already running these tools on virtual environments, vendors are now officially declaring compatibility, support and licensing requirements for their tools on leading virtualization platforms.

All these recent developments in these two areas clearly indicate as to how BSM tools needs to adapt to the virtualization era!

March 05, 2009

IT Service Catalog: Mom & Pop stores to Hypermarket

Posted by: Subbarao Chaganty 

I visit department stores or hypermarkets where similar wares are located close to each other, so essentially you will notice all clothing together, kitchenware together, hardware together, electronic items together and so on. As a customer I believe it's a great arrangement

- You have a wide range of choice in terms of the goods available and you can compare the prices of different brands

- You don't have to commute to multiple stores in the city to complete your shopping list and can be done in a fairly enclosed geography

- You can bill all types of items at one counter without having to hop around product specific counters

- What's more they usually publish up-to-date information on new products, discounts in local newspapers and handouts at the stores

Overall such hypermarkets provide a great one-stop-shopping experience to the customers that includes better service, competitive prices and greater choice. Ever wondered if your IT customer was looking for a similar experience when it comes to IT services you are providing. I see the IT Service Catalog as a virtual Hypermarket which can potentially enable similar experience.

IT services in most organization would have been existing in one form or the other and most likely built upon disjointed legacy systems like the good old "mom & pop" stores. My view is that organizations need a structured approach for migration of services from legacy systems to an IT service catalog. Typical examples of IT services are:

- Procurement of IT hardware and assets like laptops, cellphones, Blackberry's for employees

- Services related to administration and management of IT applications and assets

- Monitoring services for IT infrastructure and applications and so on..

The need for organizations to review their IT services portfolios and better organize them to understand the services landscape, performance and costs related to the provision has been further reinforced in the ITIL V3 refresh.

Current economic conditions make it even more critical for us to understand, appreciate and leverage the cost models around IT services. To quote my esteemed colleague and an avid blogger Ramshankar Ramdattan "IT will be brave enough to expose pricing when it has a better grip on costs". The IT Service Catalog can be a very effective starting point in unraveling the mystery around IT services.

The point I wish to bring out here is that while organizations have a sense of the IT services being requested, provisioned and associated demand and supply mechanisms the migration from multiple legacy systems towards a single Service Catalog interface should be driven through a well defined strategy.

The temptation to treat the migration of the services into the IT Service Catalog as typical application or technology oriented migration could seriously dent the ability to understand the service landscape and potentially delay the consolidation of services into the catalog.

The Service Lifecycle view instead of an Application Lifecycle view can be a better guidance for the service migration initiatives. It is also recommended that the Service Design include two distinct phases such as Business Service Design that delivers a logical service landscape model and Technical Service Design that delves into tool configuration, field level mappings and other implementation aspects.

In one of our recent consulting engagements with a global financial institution we helped bring in the ITIL V3 Service Lifecycle perspective into the IT services migration methodology and modeled the Service Design phase along the principles mentioned above. Through the Business Service Design we were able to capture the critical service characteristics such as Actors, Processes, Systems involved in the request and fulfillment stages. This information can serve as valuable service documentation throughout the Service Lifecycle.

I believe this was a critical distinction and service orientation we introduced to enable the consolidation of the "mom & pop stores" kind of IT services into a structured IT Service Catalog "Hypermarket".

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